There are four main types of conflict:

INTRAPERSONAL CONFLICT - associated with a low degree of job satisfaction, low self-confidence, stress, underload or overload at work, performing tasks that do not correspond to the qualification level, when conflicting requirements are presented to the employee, when production requirements are not consistent with personal needs or values. In this conflict, a person is characterized by mental stress, emotional dissatisfaction, split personality, irritability, which form the basis for interpersonal conflict.

INTERPERSONAL CONFLICT - the most common - clashes between managers over resources, candidates for one vacancy (position); individuals with different character traits, attitudes and values.

CONFLICT BETWEEN THE INDIVIDUAL AND THE GROUP appears if the individual takes a position that differs from the position of the group.

INTERGROUP CONFLICT:

Classification of conflicts:

According to the degree of manifestation:

1. Hidden - usually affects two people who, for the time being, try not to show the appearance that they are in conflict, until the moment when one of them “give up” nerves and the conflict becomes open.

2. Open conflict.

Distinguish:

random,

spontaneously occurring,

chronic,

Consciously provoked conflicts.

As a kind of conflict, intrigues are distinguished - a deliberate dishonest action, beneficial to the initiator, which forces the team or individual to certain actions.

Types of conflicts based on their content, quality side:

1. (+;+) - disagreements between managers and deputies regarding the promotion of an employee (money or valuable gifts). The conflict is easily resolved - two favorable options for resolution.

2. (-;-) - the need to select one of the two suppliers of goods. Both options turned out to be unsatisfactory, as high prices, low quality. The manager in this situation is forced to act on the principle of "choose the lesser of two evils." Conflict resolution takes a lot of time and effort.

3. (+;-) - positive and negative options collide here. For example, after repeated warnings, the manager decided to dismiss an employee violating labor discipline. The fact of dismissal of an employee has a positive aspect - getting rid of an undisciplined employee. However, it was a creative person, a generator of ideas. Therefore, the hassle of finding a new employee with the same professional qualities and, moreover, disciplined, is the negative side of the conflict.

Conflicts are of three types:

1. Horizontal - involved persons who are not in a subordinate relationship.

2. Vertical - persons who are subordinate to each other participate.

3. Mixed - represented by "vertical" and "horizontal" components.

Conflict management methods, their characteristics

When managing a conflict, attention should be focused on the subject of the conflict and the positions of its participants, and not on personal characteristics. It is important to show impartiality, restraint and not jump to conclusions.

Structural methods of conflict management:

1. Clarification of job requirements, powers and responsibilities;

2. Coordination and integration mechanisms;

3. Setting corporate goals;

4. Use of the reward system.

Interpersonal methods of conflict management:

1. Evasion. A person seeks to get out of a conflict situation without entering into an argument;

2. Smoothing. The leader tries to avoid a conflict situation;

3. Coercion. An attempt to force them to accept their point of view by force of power. At the same time, the initiative of subordinates is suppressed;

4. Compromise. Accepting the point of view of the other side, but only to some extent;

5. Problem solving. Joint development of a solution that satisfies the interests of both parties.

Conflict management methods can be divided into two groups:

1. Pedagogical ways. These include a conversation, a request, persuasion, an explanation of the requirements for work and illegal actions of the conflicting and other measures of the educational aspect;

2. Administrative methods. Forceful resolution of the conflict - suppression of the interests of the conflicting parties, transfer to another job, various options for separating the conflicting parties. Resolution of the conflict by verdict - the decision of the commission, the order of the head of the organization, the decision of the court.

Stress: concept, nature and causes.

Stress is a special psychological state in which a person experiences severe tension.

In fact, stress is a reaction of the body caused by an unusual situation that goes beyond what is habitual. Therefore, do not be afraid of stress, it is a natural reaction. The danger is not so much stress as the inability to cope with it.

Minor stresses are inevitable and harmless, excessive ones create problems for people and organizations.

Stress has specific manifestations, in most cases they are individual. But it is possible to distinguish a number of signs by which you can determine that a person is in a state of stress:

1. inability to concentrate;

2. too frequent mistakes;

3. memory impairment;

4. frequent occurrence of a feeling of fatigue;

5. too fast speech;

6. frequent pains in the head, back, in the stomach area, which do not have an organic cause (not caused by any disease);

7. increased excitability;

8. lack of job satisfaction;

9. loss of sense of humor;

10. increase in the number of cigarettes smoked;

11. addiction to alcoholic beverages;

12. constant feeling of malnutrition;

13. poor appetite;

14. inability to finish work on time.

Naturally, a person under stress should not have all of these symptoms, just a few of them are enough to suspect serious enough problems.

There are five types of stress:

1. Physiological stress is caused by excessive physical activity, lack of sleep, poor irregular nutrition.

2. Psychological stress as the main cause has unfavorable, frustrating, that is, related to dissatisfaction, relationships with others.

3. Emotional stress is caused by too strong feelings. It occurs in dangerous, threatening situations, when a person is in mortal danger or is threatened with the loss of something very important: it can also occur as a result of a too unexpected joyful event.

4. Information stress is the result of having too much or too little information at one's disposal. In both cases, decision-making turns out to be extremely difficult: with a lack of information, uncertainties of a high degree arise, with an overabundance of information, there are too many factors that must be taken into account when making decisions.

5. Managerial stress arises due to the fact that the responsibility for the decision is too high.

Can be distinguished a number of factors that increase the likelihood of stress. Not all of them can be avoided, but if the manager is aware of what causes stress, he can organize work in such a way as to reduce their impact as much as possible.

1. Peculiarities of the labor process lead to stress (high loads that require concentration of efforts, monotony of work, the need to perform a wide variety of actions, which increases the pace of activity, lack of time for rest - all this often leads to physical and mental exhaustion).

A reasonable organization of work helps to avoid this, in which the employee is not overloaded, and periods of work are mixed with rest.

2. Too high responsibility placed on the manager or employee (this factor can be dealt with using psychological methods - people tend to exaggerate the dangers and irreversibility of some unpleasant events, this should be taken into account). It should be remembered that not a single person can do without mistakes, and perfection is unattainable. Even leaders who have reached the highest positions have made mistakes. Therefore, the main thing is not to avoid mistakes, but to recognize them in time and make efforts to correct them. If the means of self-hypnosis do not help, and the fear of making a mistake remains very strong, it is necessary to contact a psychologist.

3. Unfavorable moral atmosphere in the team (it seems that the work is going on as usual, the employees perform all duties normally). However, the quality of work is still imperceptibly reduced. The reason is that relations in the team are conflicting, employees not only do not help, but also tend to imperceptibly harm each other.

In some organizations, leaders deliberately create a work environment in which employees must compete with each other. Sometimes this is done in order to distract the attention of subordinates from the shortcomings of the leader himself. There is a sense in building relationships on rivalry, competitiveness is a strong motive for higher achievements. But sooner or later, this system leads to fatigue and exhaustion of workers, because. in a state of struggle no man can live for a long time. In such a situation, the most hardy wins, but he soon begins to lose ground. This does not mean that competition should be abandoned. The task of the leader is to provide a reasonable compromise between the 2 extremes. Where you can do without rivalry, you must do without it.

4. Too little workload, causing anxiety, frustration and a sense of hopelessness. An employee who does not get a job that matches his abilities begins to doubt his own worth and position in the organization, feels unrewarded.

5. A more hidden cause of stress is the conflict of roles, which occurs when conflicting demands are made on the employee (the seller receives the task of responding to customer requests and at the same time another instruction is to fill the shelves with goods). Typically, this situation develops as a result of a violation of the principle of unity of command: 2 managers can give conflicting instructions to an employee. The conflict of roles arises as a result of differences between the norms of the informal group to which the employee belongs and the requirements of the formal organization (the person wants to be accepted by the group and at the same time strives to follow the requirements of the leadership - feels tension and anxiety).

6. The reason opposite to 5. It lies in the uncertainty of roles (a situation where the employee is not sure what is expected of him), here the requirements are not contradictory, but evasive and vague. If a person does not know what he should do, how he should do it, how his actions will be evaluated, anxiety and anxiety arise.

7. The reason is often: uninteresting, monotonous work. People who have more interesting jobs show less anxiety and are less prone to physical ailments. The concept of interesting work is always relative. What is interesting to one person will not be interesting to others, therefore, when resolving a stressful situation, one should not proceed from clichés.

8. Stress can arise as a result of poor physical conditions (poor lighting, too low or high temperature, excessive noise).

Stress can be caused by 2 groups of factors:

1. Organizational: increased requirements for the individual; time limit; expansion of the scope of work; introduction of innovations; uninteresting work; inconsistency in the requirements for the employee; poor physical working conditions; wrong balance between authority and responsibility; poor communication channels. Causes of managerial stress: lack of qualified workers; time spent on personal processing of information; closing all information on itself; blind work with great risk, etc.

2. Personal: death of a loved one; wedding (divorce); dismissal from work; disease; sexual difficulties; transition to a modern or other type of work; major restructuring in business (merger, reorganization, bankruptcy); loss of funds invested in the bank, etc.

All people differ in psychophysiological characteristics: some can withstand large overloads for a long time, adapting to stress; others are unsettled by a little extra work; There are people whom stress stimulates, mobilizes, they can work with full dedication precisely under stress. As a psychological phenomenon, stress lends itself to control influences. Most of the stress in a person's life is initiated by him.

One of the means to avoid stress is to escape from a stressful situation by resting - an active activity that excludes the thought of the cause of stress; switching attention to other objects that are not related to stress (fishing, swimming, walking in the woods, drawing, knitting, theaters, museums and other anti-stress activities).

Management Stress Management Techniques:

Delegation of powers;

Analysis of stressful situations;

Setting daily goals and priorities for completing tasks; identification of the causes leading to stress;

Communication with colleagues, other employees, visitors;

Talking on the phone with friends and meeting with friends (outside of work);

Physical recreational activities, switching to active recreation (outside of work);

Following the optimal daily routine at work and at home; self-elimination from stressful situations (temporary leave, break at work), etc.

Each person from his own experience has an idea of ​​conflicts. This inevitable vital phenomenon arises on the basis of misunderstanding, rejection of other people's ideas between people and even states. Conflictology is a branch of science that studies and generalizes knowledge about conflict clashes and ways to resolve them, examines in detail various types of conflicts.

Varieties of conflicts

All people are unique individuals with their own beliefs, interests, needs. That is why human relationships are so complex and multifaceted. Conflicts in society are almost inevitable. They manifest themselves in various fields of activity, personal, business and social relations, politics, economics.

The literature gives different definitions of a social phenomenon with an emphasis on contradictions. That is, a conflict is an acute manifestation of objective or subjective contradictions on the basis of a divergence of views, inconsistencies in judgments, interests in the process of social interaction.

Conflicts are usually perceived as an undesirable phenomenon and are associated with negative emotions, disputes, aggression, hostility of opposite parties. The notion that they should be avoided or resolved immediately has taken root.

Important! All types of conflicts in modern psychology are considered not only in a negative, but also in a positive way, as a generator of new ideas, a way of developing an individual, group, or organization.

So far, a universal scheme for describing the conflict has not been developed. There are some disagreements in the created conceptual groups. To facilitate the classification of a complex social phenomenon, basic concepts and main characteristics are introduced.

The structure of the conflict:

• object - the very problem of the dispute that has arisen (resources, statuses, spiritual values);
• subjects - directly participants (individuals, groups, organizations);
• conditions - (family disputes, business environment);
• scale (interpersonal, regional, local);
• behavior strategies;
• final results.

Sometimes the participants in the conflict are outsiders, who may be its instigators, leaders or accidentally involved people.

The conflict can be divided into four stages of its development:

• the process of formation of a conflict situation;
• identification and recognition of contradictions;
• choice of tactics of behavior;
• permission.

Conflict management requires a targeted impact on its development. This is possible by determining the cause of the disagreement, the features and the way to resolve it. All efforts are directed towards achieving compatible goals.

For a correct understanding of the essence, features, functions and consequences, the main types of conflicts are distinguished.

For reasons:

• difference in goals and vision of the desired;
• lack of resources;
• divergence of views and thoughts on the issue;
• features of mental development, the difference in feelings and emotions that irritate the participants.

Permission method:

• antagonistic;
• compromise.

By areas of manifestation:

• social;
• foreign policy;
• economic;
• organizational;
• ethnic.

According to duration:

• short-term;
• protracted.

In the direction of impact:

• vertical - opposite sides are at different levels of the hierarchical system;
• horizontal - occur between subjects of the same level;
• mixed.

Depending on the number of participants, conflicts in society and their types are divided into:

1. Intrapersonal - occur within one individual, often due to a discrepancy between a person's actions and his internal attitudes. Accompanied by psychological stress and negative emotions.
2. Interpersonal - the most common. The clash of goals, values, behavior of two or more opponents in the process of social communication.
3. Intergroup. Opposition groups on a professional or emotional basis can lead to intra-organizational conflict.
4. Between the individual and the group. They arise when a new person in the team does not accept the conditions of communication.

Different types of conflict situations for various reasons can arise in the sphere of trade and services, structural divisions, and social institutions. There are innovation conflicts associated with the development of certain organizations.

Reasons and functions

The reason for the aggravation of the conflict situation can be everything that offends the interests of an individual or group, restricts activity.

The main causes of conflicts:

• a distorted idea of ​​oneself, the current situation, other subjects;
• different characters and temperaments;
• discrimination on various grounds;
• a battle for a place or goods when they are limited.

Functions determine the dynamics of the conflict and its impact on the external environment and the psychological climate. There are constructive and destructive conflicts.

The constructive performs the following functions:

• detente a tense situation;
• informational and binding (appearance of new information about subjects);
• team building;
• prioritization;
• stimulation for further development;
• open expression of thoughts;
• relationship diagnosis.

Destructive performs negative functions:

• decrease in working capacity;
• worsening relationships;
• emotional burnout;
• underestimation of the importance of the opponent;
• emotional craving for further struggle.

Ways to resolve different types of conflicts

There are several types of conflict resolution. In practice, this occurs as a replacement of destructive stereotypes of behavior with constructive ones. A competent solution to the conflict will eliminate the causes of confrontation:

1. Permission. This method is suitable if all participants are committed to the complete solution and elimination of the problem.
2. settlement. Both sides are actively involved in resolving the current situation. The presence of a third independent person is expected.
3. Attenuation. Cessation of resistance while maintaining tension.
4. Elimination. It is supposed to eliminate provoking conditions.
5. Transformation. There is a change in the object of disagreement, as well as motives.

In order to fully resolve the conflict and exclude a repetition of the situation, it is necessary to bring the resolution of all types and types of conflicts to an end. Conflict situations at school are an inevitable and complex phenomenon, it requires settlement without traumatizing the child's psyche. As a vivid example, the struggle for leadership between students of the same class, when an “anti-leader” is automatically selected for constant harassment and bullying. In social studies lessons, the topic of social conflicts is studied so that schoolchildren can correctly navigate in adult life.

There are methods for relieving stress and preventing all types of conflict situations:

1. Passion for a common cause that will meet the interests of both parties.
2. Development of the ability to empathize.
3. Formation of respect and understanding of each individual.
4. Organization of holidays, joint recreation to relieve psychological stress.
5. Passing trainings, courses on the development and strengthening of interpersonal relationships.

Preventing conflict in a team requires constant practice. To manage organizational conflicts according to all the rules of management, it is necessary to determine the type and causes, their features and find the right way to resolve them.

How to behave in different situations

In a conflict situation, excessive emotionality should be avoided - this can complicate it. It is necessary to remain calm and restrained, to maintain respect for the opponent. Mutual negativity will make it impossible to resolve disputes.

There are certain strategies for human behavior in a conflict situation:

1. Rivalry. A tough strategy when you need to win by any means in an open struggle for your interests. There is a dangerous principle of "who wins" here.
2. Cooperation. Shared decision making that satisfies both parties.
3. Compromise. Between the parties to the conflict in the form of a discussion, a compromise solution is sought by analyzing disagreements and mutual concessions.
4. avoidance. Participants in the conflict ignore its danger, do not want to take responsibility for making decisions, and want to quietly get out of the situation. With such a strategy, the solution of the problem can be postponed to another time.
5. Adaptation. This is a method of smoothing out disagreements by neglecting one's own interests and fully accepting all the requirements of the opposite side.

Each confrontation has its own characteristics, and there are no identical ways out of it. To avoid stress, you need to adhere to certain rules of behavior and response. Psychologists give the following recommendations that simplify the resolution of all types of conflicts:

1. Behave with restraint, monitor movements, speech and facial expressions, avoid closed postures.
2. You can’t immediately and sharply deny someone else’s opinion, interrupt, switch to raised tones.
3. Listen carefully and tolerantly to the interlocutor, repeat his words to confirm that he was heard.
4. After listening to the opposite side, present your arguments in a soft, benevolent manner. This will disarm a negatively minded opponent.
5. Verbal abuse should not be taken too seriously and taken personally.
6. In the course of the developing conflict, restrain the response, be sure that you correctly understood the opponent.
7. It is necessary to beware of entering into disagreements with individuals who have mental disabilities or a low level of intelligence. Reasonable ending in this case is excluded.

Additional Information. Distracting your opponent with questions on other topics will help buy time to think about further behavior.

Table with main views

Main classification	Types of conflicts	a brief description of
By number of participants	Intrapersonal	Self-doubt, dissatisfaction with work and life due to a mismatch between personal needs and outside requirements. Accompanied by irritability, split personality, great mental stress. They are difficult to resolve on their own.
	interpersonal	They can be attributed to the most common in all spheres of human relationships. The clash of individuals with different characters and beliefs, candidates for the same position, leaders over resources.
	Between individual and group	When an individual does not accept the established positions and norms of group behavior.
	Intergroup	They are characterized by a variety of forms of manifestation. This is the production sector, strikes, rallies.

Since the classification of conflicts into types is rather arbitrary, without clear boundaries, other varieties periodically arise against the background of complex social relationships. Unsatisfied human needs make life unthinkable without disagreements and contradictions. The ability to resolve conflict situations makes life much easier.

Video

Conflict- lack of agreement between two or more parties, which may be specific individuals or groups.

A person enters into a conflict in a significant situation for him and only when he does not see the opportunity to change it, but usually tries not to complicate relations and maintain restraint.

The conflict is determined by the fact that the conscious behavior of one of the parties conflicts with the interests of the other party. Involving a large number of people allows you to dramatically increase and discover many alternatives to get out of it.

Conflict is a fact of human existence. Many people perceive human history as a never ending tale of conflict and struggle. Nowhere are conflicts more evident than in the business world. There are conflicts between firms, companies, associations, within the same organization, etc.

Conflict in an organization can:

• individual people- interpersonal conflict;
• groups- Intergroup conflict. For example, conflicts between line and staff personnel, older and younger generations, groups with different goals, etc.;
• people and groups. For example, a leader and a group of subordinates, a client and a group of salespeople, etc.;
• personality- intrapersonal conflict.

The causes of the conflict, reflecting its nature, are not always amenable to logical reconstruction, because they may include an irrational component, and external manifestations often do not give an idea. The most common reasons are presented in Fig. one.

The spectrum of conflicts is quite diverse. There are various approaches to the classification of conflicts. The most traditional approach, which defines various types of conflicts, includes classification according to the following criteria: by reasons, by participants, by degree of openness, by consequences(see Fig. 2).

At conflict of goals the parties involved in the situation differently see the desired state of the object in the future.

At conflict of views the parties involved differ in ideas and thoughts on the problem being solved. The resolution of such conflicts requires more time than reaching agreement on conflicts of goals.

Sensual Conflict manifests itself in a situation where the participants have different feelings and emotions underlying their relationship. People annoy each other with their behavior.

intrapersonal conflict manifests itself within the individual and is often by nature a conflict of goals or views. Its intensity increases with the increase in the number of solutions, with the achievement of a balance between the positive and negative outcome of the conflict and the perception of the importance of its source. For example, the conflict of a person's actions with his inner values, etc.

AT interpersonal conflict two or more individuals are involved if they perceive themselves to be in opposition to each other with respect to the goals, dispositions, values, or behavior of each of them. The most common type of conflict.

Intragroup conflict- as a rule, this is a collision between parts or members of the group, affecting the group dynamics and the results of the work of the entire group. It can arise as a result of a change in the balance of power in a group: a change in leadership, the emergence of an informal leader, the development of grouping, etc.

Rice. 1 Main causes influencing the nature of the conflict

Intergroup conflict is a confrontation or clash between two or more groups in an organization. May have a professional-production or emotional basis. Has an intense character. The development of intergroup conflict leads to intraorganizational conflict.

Intraorganizational conflict arises most often on the basis of the design of individual works, the formation of the organization as a whole, and also as a result of the formal distribution of power. It can be vertical (conflict between levels of the organization), horizontal (between parts of the organization equal in status), linear-functional (between line management and specialists) and role-based.

Open conflicts most often appear on business grounds. The disagreements of the participants relate to the production sphere and express, for example, different ways of solving a problem. Open conflicts are relatively harmless.

The root cause of "smoldering", hidden conflicts- human relations. Many seemingly "businesslike" conflicts are actually based on the feelings and relationships of people. These conflicts are not so easy to resolve: if the business part of the conflict is resolved, then the tension is transferred to other problems with the same participants.

Rice. 2 Types of conflicts

Functional conflicts have several positive effects:

• the problems discussed are solved in ways that are most acceptable to all parties, and the staff feels their involvement in solving problems;
• difficulties in implementing decisions are minimized - hostility, injustice, the need to act against one's will;
• in the future, the parties will be more inclined to cooperate than to confront;
• the possibility of manifestation of group thinking and a syndrome of humility decreases;
• the quality of decision-making improves, different points of view are revealed, through conflict, group members can work out possible problems even before they appear.

Dysfunctional conflicts is a conflict that leads to negative consequences:

• cause dissatisfaction;
• deterioration of the moral and psychological climate in the team;
• curtailment of cooperation;
• increase in staff turnover;
• performance degradation;
• the growth of hostility and the formation of the image of the enemy;
• striving for victories, not solving problems, etc.

Conflicts can perform both positive and negative functions (see Table 1).

Table 1 Conflict functions

Positive Features	Negative Features
Détente between the conflicting parties	Large emotional, material costs of participating in the conflict
Obtaining new information about the opponent	Dismissal of employees, reduced discipline, deterioration of the socio-psychological climate in the team
The cohesion of the organization's team in the confrontation with an external enemy	Conception of defeated groups as enemies
Stimulating change and development	Excessive enthusiasm for the process of conflict interaction to the detriment of work
Removing the syndrome of submissiveness in subordinates	After the end of the conflict - a decrease in the degree of cooperation between part of the team
Diagnosing Opponents' Opportunities	Difficult recovery of business relations (“conflict loop”)

Often in our life there are conflict situations - between friends, acquaintances, relatives, colleagues and loved ones. The soil can be very diverse - from a mismatch of interests to interracial hostility. The concept of conflict will be discussed in detail in our review. We will also talk about the main reasons for its manifestation, the need for its presence in everyday life, the rules of conduct during a conflict situation, and ways to solve it.

A conflict situation is a clash on the basis of misunderstanding, non-acceptance of other people's ideas, values ​​and thoughts that arises between people, society, and individual states. Previously, it was believed that this should be avoided, try to find a compromise in everything, but modern psychology refutes this statement. Today, various kinds of collisions are not considered as purely negative, since, according to numerous studies, conflict helps individuals and groups develop, thanks to which a person gains experience in communication.

The essence of situations of this kind is to defend the point of view and their own competitiveness. Faced with misunderstanding, injustice, a person gets involved in a conflict.

Structure

The structure of all conflict situations includes:

1. The subject (object) that provokes the development of the dispute. It can be both a thing and a person, thoughts, ideas, in which the participants in the conflict are interested.
2. The subjects of the situation. They can be groups, organizations, individuals.
3. The context in which the conflict takes place. For example: work environment, family disputes, and so on.
4. Scale of the situation: global, interpersonal, regional, localized.
5. Behavioral features and tactics of behavior of the conflicting parties.
6. The result is an understanding of the result of the conflict, its consequences.

Types and types of conflict situations in the business environment

The most common are conflicts of interest in organized groups, namely in collectives of workers, among teachers in schools, in organizations assembled from individuals of different ethnicity. In this case, the following types of conflicts are considered:

• Intrapersonal. It is formed in connection with the dissatisfaction of an individual with the requirements for his activity. That is, if a person is forced to do something against his will, or the fulfillment of the task is contrary to the foundations and values ​​of the individual, an intrapersonal conflict situation arises.
• Interpersonal. Most often, interpersonal conflicts arise in groups. Their manifestation is directly related to the lack of any resources for the implementation of the set goals, the desire to "curry favor" to the authorities (higher positions), as well as to the character traits of each member of the group. Basically, "frictions" in the team arise in connection with the cardinal dissimilarity of individuals, the difference in their worldview and different temperaments.
• Between the individual and the group. The emergence of this kind of conflict is determined by defending the opinion of one individual in front of a group. That is, a person who does not agree with the opinion of the majority tries to defend his idea, while creating a conflict situation.
• Intergroup. Any team consists of at least 2 groups: formal and informal, between which conflicts periodically arise. Basically, the ground for this is the unfair attitude of the authorities towards an informal group that rallies to protect and defend its interests.
• Managerial. It develops during the workflow, with the allocation of resources. Managerial conflict arises in connection with the discrepancy between the temperament of subordinates, the divergence of values ​​and goals.

The most common types of conflicts

More often than others in everyday life and daily activities of a person there are interpersonal, intrapersonal clashes, as well as clashes between a group and an individual. An example of a conflict between two people can be found in any school class, team, family:

• Rejection of a new member of the group according to external criteria. For example, a student came to the class who did not meet the group's notions of appearance, they did not notice him, repelled him, did not invite him to participate in joint games and discussions. Here there is a conflict between the group and the individual.
• The dispute over the upbringing of the child is an interpersonal conflict.
• An order from superiors to increase working hours for a particular specialist. This is fraught with the emergence of an intrapersonal conflict situation.

Characters

The parties to the conflict are the parties directly involved in the formation and completion of the conflict of interests. There are 2 types of actors: indirect and direct participants in the conflict.

The indirect ones are:

• Provocateur. A person (state, group, society) provoking another person into a collision, while in some cases not taking part in the conflict situation itself.
• An ally of a provocateur, or a "support group". A person who provides assistance (material, moral) to the development of a collision.
• The organizer (creator) of the conflict.
• Judge (mediator, mediator). A person who is a third party in a conflict situation.

The direct ones are:

• Instigator. Sometimes it is a provocateur.
• Subject.
• sides of the collision.

Causes

The sources of conflicts are unfavorable conditions, a combination of circumstances, personal qualities of individuals that provoke the development of a collision. Of all the sources, the most common are: unstable financial situation, lack of resources, character traits and excessive emotionality of a person, as well as features of his mental development, values, morality, and ethics of the individual.

The family as one of the small groups where conflict situations periodically occur

Family conflicts are among the most common. According to statistics, almost every family member has to deal with misunderstanding from one of their close relatives. The reasons for the development of conflicts in this group of individuals are:

• Strong differences in character and temperament both among spouses and children and relatives.
• Everyday problems. In most cases, couples have a conflict situation brewing precisely on the basis of a lack of funds.
• Unjustified expectations. The clash arises in connection with the unjustified hopes placed on marriage by one of the spouses.
• Dissatisfaction with sexual life.
• Treason. Due to dissatisfaction in sex, often one of the spouses (rarely both) begins to look for warmth and affection on the side. As a result - the development of a conflict situation leading to a break. However, some try to add "piquancy" to the relationship, thereby saving them.
• Lack of personal space. Most couples constantly spend time together without having the opportunity to retire, which leads to the "reconquest" of certain areas of the house.
• Jealousy, a heightened sense of ownership. Some types of people tend to overprotect their partner, limiting his communication with the opposite sex, while constantly suspecting the spouse of non-existent betrayals. An example of a conflict, the development of which is due to jealousy: one of the spouses constantly read the personal correspondence of his partner, but when the latter saw this, a scandal broke out.
• Abuse of one of the partners with alcohol and drugs, smoking.
• Different views on the educational process. If there are children in the family, then often a conflict can arise due to the dissatisfaction of one of the parents about their upbringing by the other.

The main "symptoms" of the development of a conflict situation in the family

The first signs of conflict often remain hidden until the peak moment. How to understand that it is necessary to make any efforts to prevent a conflict situation?

No confrontation arises without grounds. The concept of conflict implies the presence of certain prerequisites: frequent disputes, misunderstanding, silence and inability to properly build a dialogue. Example: the spouse returned from work upset, in need of support. And his wife, in turn, thought that he was tired and did not "get" him talking, although now he just needs a dialogue with her. Gradually, omissions are layered on top of each other, and an invisible abyss appears between the partners, and later signs of conflict appear:

• Tension in communication.
• A sharp reaction to any stimulus.
• Attempts to call a partner for a conversation end with his withdrawal into himself.
• Detachment from what is happening around.

As a result, due to issues not resolved in a timely manner, a conflict situation arises in the family, for the successful resolution of which both parties must make every effort.

Human behavior during conflict

You should know how to behave in a conflict. This will allow avoiding mistakes during forced clashes of interests, as well as influencing the opponent (the initiator or the other side of the conflict). In psychology, the following options for the behavior of an individual in a conflict situation are distinguished:

1. Evasive (passive). Used both subconsciously and consciously. Features of conflicts in which this option of behavior is used: the opponent does not defend his interests and the interests of the group, he is unable to defend himself, while trying to avoid further development of the conflict. Experts do not recommend resorting to the frequent use of passive behavior, as this can lead to a decrease in the self-esteem of the individual. Its use is justified only in those situations where a person, thanks to avoiding a collision, can achieve success, increase.
2. Compliant, accommodating. This form of behavior allows you to survive conflicts in relationships without resorting to full confrontation. That is, when one of the opponents concedes during a conflict in something to another participant, this allows you to maintain relations at the same level, relieve tension and quickly, without loss, close the dispute. However, compliance in a conflict situation does not make it possible to fully defend one's opinion and achieve what one wants.
3. Dominant (suppressive). A person who chooses dominance in a conflict firmly defends his point of view, regardless of the desires and needs of the other side. Thanks to this, he easily inclines the opponent to retreat, forcing him to make concessions. The advantages of this behavior: the rapid achievement of the desired goal, the stimulation of personal growth. Cons: due to the constant use of dominance, a person becomes a conflicting personality for others, while his mental strength is significantly expended, which can lead to severe stress.
4. Compromise. This behavior allows you to resolve the conflict with partial satisfaction of the needs of both parties. But still, its frequent use cannot guarantee the absence of a recurrence of the conflict situation, since the desires of the opponents are not fully satisfied, which can cause a new "wave" of clashes.
5. Integration (cooperation). It represents the interaction of both parties in resolving the current situation. Such behavior is possible only with a full analysis of what the concept of conflict is, and the desire of opponents to achieve what they want without significant losses, taking into account their interests.

The impact of conflict on a person

How exactly a particular conflict situation affects an individual depends on several factors:

• The set goal and the desired result.
• Significance of the conflict for both participants.
• The variant of behavior chosen by the participant in the conflict of interest.

Each of the above factors is strongly associated with the next, and only their combination can show how the individual is affected by the conflict problem. For example, a person has set a task (goal) for himself, the implementation of which is especially important for him, while his opponent is absolutely indifferent to this goal. As a result, with the dominant behavior chosen by the opponent, a person will not be able to achieve what he wants, acutely experiencing his failure.

What not to do during settlement

It is worth remembering that excessive emotionality can only aggravate the current situation, and calmness and coldness in the voice will allow you to quickly resolve the conflict. To resolve any collision, restraint and respect for the opponent are necessary, no matter from which side he manifests himself. It is important to know that negativity in response to negativity can escalate psychological conflict and make it virtually unresolvable without additional help.

A conflict situation requires a special approach, its resolution should be brought to an end, otherwise it may arise again.

Basic Rules for Positive Resolution

1. You need to be able to listen to your opponent and take into account his wishes.
2. Do not use intimidation to resolve a dispute.
3. You need total control over your own emotions.
4. Properly delivered dialogue contributes to a rapid transition to consensus.
5. Understanding that each person resolves problems in their own way helps resolve conflict.

How to deal with family conflict

The group most exposed to the negative impact of conflicts is the family. In total, there are three ways to prevent and eliminate conflicts of interest in family relationships. These include: destructive (destroying marriage), permanent (the state of the family at the present time), constructive (contributing to rapid recovery).

The structure of family relations during the conflict implies 2 types of behavior:

• Rivalry. One of the spouses (sometimes both) puts their desires and goals above family values. Such selfish behavior contributes to the escalation of the conflict even more and complicates its resolution.
• Cooperation. Here the interests of each family member are taken into account, which helps to quickly and painlessly eliminate the conflict situation.

In any existing family confrontation, each of the partners should strive to resolve it, in which both conflicting parties win (win-win). The result, where one of the opponents remains a loser, can provoke a new conflict, aggravated by the injured pride and the partner’s previous fiasco.

The resolution for the conflict is a direct conversation-explanation, where everyone can speak in a calm manner about a particular problem. In addition, another solution may be the compliance of both partners.

Points to help deal with conflict:

1. Support for self-esteem without infringing on it from a partner.
2. Demonstration of gratitude and respect for the spouse.
3. Holding back negative emotions.
4. The absence of reminders of the mistakes already made by the partner from the past.
5. Restraining jealousy, suspiciousness, eliminating possible thoughts about the betrayal of the spouse.
6. Patience, acceptance of a person as he is.
7. Transferring the conversation in a different direction in order to exclude the possibility of an increase in the conflict situation.

Joint pastime of spouses, communication on abstract topics helps to prevent family conflicts. The more and more often the partners can talk, the stronger the protection of their family from conflicts. You should not put pressure on a person, try to re-educate him - this will be a big mistake, since each person is individual and has the right to defend his individuality in any situation.

There are numerous classifications of conflicts. The grounds for them can be the source of the conflict, content, significance, type of resolution, form of expression, type of relationship structure, social formalization, socio-psychological effect, social result. Conflicts can be hidden and obvious, intense and erased, short-term and protracted, vertical and horizontal, etc.

Depending on the who is involved in the conflict, it is divided into four types:

• 1. Intrapersonal conflict.
• 2. Interpersonal conflict.
• 3. Conflict between the individual and the group.
• 4. Intergroup conflict.

This division of conflicts into separate types, although it is generally accepted in psychological science, is rather arbitrary and does not at all mean the existence of rigid boundaries between them.

intrapersonal conflict - this is, as a rule, a conflict of motivation, feelings, needs, interests and behavior in the same person.

The category of intrapersonal conflicts combines psychological conflicts consisting in the collision of various personal formations (motives, goals, interests, etc.), represented in the mind of the individual by the corresponding experiences (Brief psychological dictionary, 1985, p. 152). Conflicts of this type in the psychological literature are designated as intrapersonal, personal, internal, intrasubjective, intrapersonal, and finally, as simply psychological. All of these concepts are actually used as synonyms.

A personal conflict is a confrontation between two principles in a person’s soul, perceived and emotionally experienced by a person as a psychological problem that is significant for him, requiring its resolution and causing internal work aimed at overcoming it.

According to Merlin, a psychological conflict is a state of more or less prolonged disintegration of a personality, expressed in the aggravation of pre-existing or in the emergence of new contradictions between various aspects, properties, relationships and actions of a person (Merlin, 1970, p. 103).

Psychological conflict occurs under certain conditions. External conditions must be such that the satisfaction of any deep and active motives and attitudes of the personality either becomes completely impossible or is jeopardized (ibid.). The emergence of these external conditions of conflict is inevitable due to the restrictions dictated by social life, and also due to the fact that on the basis of the satisfaction of some motives, others arise, unsatisfied, etc.

Intrapersonal conflict occurs when conflicting requirements are presented to one person, it can also arise as a result of the fact that production requirements are not consistent with personal needs or values.

interpersonal conflict - this is the most frequently occurring conflict, these are situations of confrontation, disagreements, clashes between people.

Interpersonal conflict can be defined as a situation of confrontation between the participants, perceived and experienced by them (or at least one of them) as a significant psychological problem that requires its resolution and causes activity of the parties, aimed at overcoming the contradiction that has arisen and resolving the situation in the interests of both or one of them. sides.

The emergence of interpersonal conflicts is determined by the situation, the personal characteristics of people, the attitude of the individual to the situation and the psychological characteristics of interpersonal relationships. The emergence and development of interpersonal conflict is largely due to demographic and individual psychological characteristics. For women, conflicts associated with personal problems are more typical, for men - with professional activities.

Psychologically unconstructive behavior in a conflict is often explained by the individual personality traits of a person. The features of a "conflict" personality include intolerance for the shortcomings of others, reduced self-criticism, impulsiveness, lack of restraint in feelings, ingrained negative prejudices, prejudiced attitude towards other people, aggressiveness, anxiety, low level of sociability, etc.

Intra-group conflict (or conflict between an individual and a group) . The parties to an intra-group conflict are either individual members of the group, or individual groups within it, or a member of the group and the rest of it (whose position, as a rule, is personified by the leader or other active member of the group).

Between the individual and the group, the conflict arises when this individual takes a position that is different from the position of the group. In groups, certain norms of behavior are established, and it happens that the expectations of the group are in conflict with the expectations of the individual. In this case, a conflict occurs. A conflict between an individual and a group can also arise as a result of the fact that the position occupied by an individual does not coincide with the position of the group. A person who goes against the opinion of the group - no matter how close to his heart he may take the interests of his organization - becomes a source of conflict.

Intergroup conflict . It is customary to call intergroup interaction both between groups of people themselves and between individual representatives of these groups, as well as any situations in which communication participants interact in an intergroup dimension, perceiving each other and themselves as members of different groups. More often, of course, when it comes to intergroup conflicts, it is conflicts between groups of people that are meant.

Intergroup conflicts suggest that the parties to the conflict are social groups pursuing incompatible goals and hindering each other with their practical actions. In socio-psychological studies, it has been shown that "one's own" group in any situation looks better than the "other". This is the so-called phenomenon of in-group favoritism, which is expressed in the fact that members of the group in one form or another favor their group. It is a source of intergroup tension and conflict. The main conclusion that social psychologists draw from these patterns is the following: if we want to remove intergroup conflict, then it is necessary to reduce the differences between groups.

A group is more resistant to conflict if it is cooperatively interconnected. The consequence of this cooperation is freedom and openness of communications, mutual support, friendliness and trust in relation to the other side. Therefore, the likelihood of intergroup conflicts is higher in diffuse, immature, poorly cohesive and value-disparate groups.