Methods and methods of conflict prevention. Prevention of conflicts. Separation of conflicts by type

5.1. Conflict prevention

Communicating, interacting, people, one way or another, influence each other. Managers determine the functions of subordinates in work, teachers transfer knowledge to students, parents raise their children. And all these types of interaction are fraught with conflicts.

When studying the problems of managing conflict interaction, conflictology relies, along with the conclusions of sociology and psychology, also on the main provisions modern science management, which considers the basic principles of management activities of all kinds in any organization from small groups to society as a whole. Of particular importance for conflictology is the level of management theory that considers applied aspects of management, develops practical advice on the rationalization of labor and other human activities, especially methods of socio-psychological influence.

Conflictology proceeds from the fact that management activities, including conflict management, should affect not only the material and technical factors of production, but also the human factor, not only the object, but also the subject, not only resources, but also on people on whom the result of any social activity depends to a decisive extent.

An important conclusion follows from this that the possibilities of any managerial activity are limited, since it affects not only things, but also living people, whose behavior is determined not only by rational, but also by irrational impulses and therefore is difficult to predict. These moments of spontaneity especially increase in conditions of emotional tension, and sometimes even stress, with which conflicts are associated, which makes the task of regulating them with the help of scientific methods extremely difficult.

However, based on the theoretical modern sociology, psychology and management theory, as well as the existing practice of conflict resolution, modern conflictology has developed a whole arsenal of ways to ensure optimal behavior of people in conflict situation, providing a constructive end to conflicts, as well as their prevention, prevention.

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

All conflict prevention activities are one of the concrete expressions of the human ability to generalize the available theoretical and empirical data and, on this basis, predict, predict the future, thus extending the area of the known to the still unknown. This human ability is of particular importance in management activities. It is rightly said that to lead means to foresee.

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

? knowledge general principles management social organizations, formulated modern theory management, and the ability to use them to analyze conflict situations;

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

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

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

It follows that conflict prevention is not an easy task. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected. In order to ensure its effectiveness, we must clearly see the difficulties that lie in wait for us on this path.

Difficulties in conflict prevention and ways to prevent them

There are a number of obstacles that reduce the possibility of preventing conflicts and directing their development in a constructive direction:

? psychological nature associated with the human psyche, which is characterized as an irresistible human desire for freedom and independence. In this regard, any intervention, people perceive, as a rule, negatively. Assessing such actions as an expression of a desire to limit their independence and freedom;

? the existence of some generally accepted moral norms that regulate human relationships. Based on them, people consider their behavior purely private matter, and the intervention of a third party is considered as a violation of generally accepted norms of morality, one of which is the inviolability of personal life.

Therefore, successful conflict prevention activities can only be carried out within the boundaries established by: psychological, moral and legal requirements for the regulation of human relationships. Moreover, such activity becomes expedient only if there is a real danger of developing personal or group relationships into destructive, destructive forms, such as, for example, the rupture of personal relationships, the breakup of a family, the collapse of a labor group, interclass, interethnic or interstate clashes.

Conflict prevention is essentially an impact on those socio-psychological phenomena that can become elements of the structure of a future conflict, on its participants and on the resources they use. Since each conflict is associated with the infringement of certain needs and interests of people, both material and spiritual, its prevention should begin with its distant, deep prerequisites, with the identification of those causes that potentially contain the possibility of a conflict.

Conflictogenic causes

As noted, all the diverse causes of conflicts can be presented as having two levels: objective, or social, and subjective, or psychological.

Let us consider these groups of conflict causes and ways of influencing them in order to prevent conflicts.

objective, or social causes these are economic, political and spiritual contradictions of social life. These are various kinds of distortions in the economy, sharp contrasts in the standard of living social groups, inefficient management, spiritual intolerance, fanaticism, etc. Methods for preventing the causes of conflicts at this level are well known and boil down to:

? holding economic and cultural policy based on the principles of equality and social justice;

? strengthening in all spheres of society the principles of law and order;

? raising cultural level of the population, an essential element of which is conflictological literacy.

The implementation of these social programs is the most reliable means of eliminating destructive conflicts from social life, as well as many other negative phenomena.

The most important role among these programs is played by the influence, primarily through the media, on the spiritual world of people, the elimination of the “subculture” of violence and aggression from the mass consciousness, the change in value orientations towards respect for individual rights, goodwill in relationships, strengthening mutual trust, overcoming intolerance and violence.

Knowing and taking into account in practice the common causes of various conflicts helps, on the basis of the application of the deductive method, the movement from the general to the particular, to understand the sources of not only interpersonal conflicts, but also conflicts within small groups, as well as those large-scale confrontations that sometimes cover the whole of society. . Using the deductive method, it is possible to predict, predict the possibility of a wide variety of social conflicts and prevent them in a timely manner.

Any socially conditioned conflict always has its own psychological component. A developed psyche is an integral quality of a person, which, one way or another, manifests itself in all forms of his activity. But this feature of the human psyche, its high level of development, also determines its relative independence, independence from that natural and social environment with which it is associated. Moreover, this independence and independence sometimes leads to the creation by people of various kinds of myths, which are very far from real natural and social reality, but nevertheless act as a guide to action, both in personal and in public life.

Therefore, there are forms of human activity, including those of a conflict nature, generated by purely psychological moments in which it is difficult to see one or another social subtext. Such are the conflicts generated by feelings of deceived trust, mutual hostility, hurt pride, doubts about the correctness of the chosen life path and other purely psychological reasons. Moreover, despite their ephemeral, ideal nature, these motives can acquire very visible, dramatic forms of aggressive actions of the participants in the conflict.

Prevent or reduce conflict psychological level is possible only by neutralizing the aggressive feelings and aspirations of people, which is a very, very difficult task. It is possible to achieve the transformation of existing aggressive attitudes, thoughts and feelings only on the basis of a deep analysis of the psychological situation, if possible at the earliest stages of the emergence of appropriate motives among the warring parties. Only on this basis, it is possible to block the development of the conflict into a destructive phase with the use of violence and other destructive means.

However, in the work of preventing conflict of any kind, one cannot hope for the use of some quick-acting, miraculous means. This work is not episodic, not one-time, but systematic, everyday, everyday. The most reliable way to prevent conflicts at both the psychological and social levels is to create in the family, in the organization, in the team, and finally, in society as a whole, such a moral and psychological atmosphere that excludes the very possibility of aggressive aspirations leading to a serious conflict.

Achieving this high purpose is possible only as a result of the consistent implementation of a whole range of thoughtful measures to strengthen relations of cooperation and mutual assistance between people.

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

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

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

? method of benevolence, or empathy, developing the ability to empathize and sympathize with other people, to understand their internal states, implies the expression of the necessary sympathy for a workmate, partner, readiness to provide him with practical assistance. This method requires the exclusion from the relationship of unmotivated hostility, aggressiveness, impoliteness. The use of this method is especially important in crisis situations, when the expression of compassion and sympathy, broad and up-to-date information about ongoing events become especially important. importance;

? method of maintaining the partner's reputation, respect for his dignity. In the event of any disagreement fraught with conflict, the most important method of preventing a negative development of events is the recognition of the dignity of a partner, the expression of due respect for his personality. Recognizing the dignity and authority of the opponent, we thereby stimulate the corresponding attitude of the partner towards our dignity and authority. This method is used not only to prevent conflict, but also in all forms of interpersonal communication;

? complement method. It involves relying on such abilities of a partner that we ourselves do not have. So, creative people are often not inclined to monotonous, routine, technical work. However, for the success of the business, both are needed. The method of complementarity is especially important in the formation of working groups, which in this case often turn out to be very strong. Quite often, families are also stable, when creating which, one way or another, the requirements of the addition method are taken into account. Consideration and skillful use of not only the abilities, but also the shortcomings of people who are closely related to each other, help to strengthen mutual trust and respect of people, their cooperation, and, therefore, help to avoid conflicts;

? non-discrimination method people require the exclusion of emphasizing the superiority of one partner over the other, and any other differences between them;

? method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. For this, the practice has developed many methods, such as anniversaries, presentations, various forms of joint recreation by members of work collectives. These and similar events are filmed psychological stress, contribute to emotional relaxation, cause positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

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

Problems of conflict personalities

Conflict prevention involves taking into account psychological types, which play a special role in generating conflicts, distinguished by some specific character traits. They are sometimes called conflict personalities. Among them, there are also those who have a trail of various conflict stories throughout their lives, which creates a stable reputation for them as "specialists in spoiling relationships." Such people play the role of a kind of enzymes, greatly accelerating the process of development of a conflict situation in a negative direction.

Therefore, an important condition for preventing conflicts is the ability to recognize employees of this kind in a timely manner and take appropriate measures in relation to them that neutralize their negative role.

Types of conflict personalities

Most often, according to psychologists, the following types of conflict personalities are encountered:

? conflict personality of demonstrative type. Strives to constantly be in the spotlight. Likes to look good in the eyes of others. Her attitude towards people is determined by how others treat her. A person of this type easily feels in superficial conflicts that arise for petty reasons. But it adapts well to conflict situations of a different kind. Emotional behavior prevails, the rational principle is poorly expressed. Planning their activities is carried out on a case-by-case basis and poorly implements it. Painstaking, systematic work avoids. Does not avoid conflicts, feels good in a dispute situation. Often he himself turns out to be a source of dispute, but he does not consider himself as such;

? conflict personality of uncontrollable type. This is an impulsive person, not controlling himself enough. His behavior is difficult to predict. Often behaves defiantly, aggressively. In the heat of the moment, he does not pay attention to the generally accepted norms of behavior in the team. Has high self-esteem. Constantly requires confirmation of its own significance. He blames others for many of his failures. Cannot competently plan their activities or consistently implement their plans. The ability to correlate their actions with the general goals of the group and with specific circumstances is not sufficiently developed. From past experience, even bitter, he draws few lessons useful for the future;

? purposefully conflict personality type. Sees conflict as a means to achieve their own goals. Often acts as an active party in unleashing the conflict. Prone to manipulation psychological games in relationships. He acts rationally in a conflict situation, is able to calculate possible options for its development, realistically assesses the strengths and weaknesses in the positions of the parties. He has a well-developed technique of communication in a heated argument. Represents the most dangerous type of conflict personality.

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1. Conflict prevention as a way to prevent it.

2. The concept and technologies of preventive actions.

3. Conflict prevention is a tactical step of modern management.

4. Cooperation as a way to prevent conflicts.

Conflict prevention as a way to prevent it

Conflict management involves not only the regulation of confrontation that has already arisen, but also the creation of conditions for its prevention. The most significant of these control tasks is prevention. In its complexity, this task is not inferior to the solution of the conflict itself. It is thanks to well-organized work on conflict prevention that one can really influence their reduction. It should be noted that in many sciences there are special disciplines dealing with prevention. This includes the prevention of illegal actions in the system of legal sciences, the theory and practice of psychological correction of behavior in psychology, the prevention of conflicts in pedagogy, the theory of conflicts in political sciences, etc.

All conflict prevention activities are one of the concrete expressions of the human ability to generalize the available theoretical and empirical data and, on their basis, predict the future. This human ability is of particular importance in management activities. The success of prevention depends on a number of prerequisites: knowledge of the general principles of managing social processes and the ability to use them to analyze specific situations; the level of general theoretical knowledge about the essence of the conflict, its causes and stages of development; depth of analysis before conflict situations; the degree of compliance of the chosen methods of correcting the current situation. A simple list of these prerequisites shows that conflict prevention is not an easy task and should not be underestimated or neglected. To improve the effectiveness of this work, it is necessary to know as much as possible about the difficulties that may arise in the way of prevention.

The first group of obstacles is of a psychological nature and is associated with such a human quality as a person's irresistible desire for freedom and independence. Consciously or unconsciously, but people negatively perceive any attempt to interfere in their relationships, and they evaluate the actions themselves as a desire to limit their independence and freedom.

A different understanding of the moral norms that regulate human behavior in society can give rise to the following group of obstacles. A subjective assessment of a person's personal behavior can give rise to a negative assessment of the actions of a third party, so it is worth considering these actions as a violation of generally accepted norms about the inviolability of personal life.

Gradually, in the process of moving towards the rule of law, a group of obstacles may arise associated with the process of granting a number of moral norms of the legal form of the status of the defender of the rights and freedoms of the individual. In such conditions, their violation in any form can be qualified as not only moral, but also completely illegal. Therefore, we can say that successful conflict prevention activities can only be carried out within the limits established by psychological, moral and legal requirements for the regulation of human relationships. Such activity becomes expedient only if there is a real danger of the emergence of any destructive, destructive forms of personal or group relationships. Prevention should include actions that prevent the transformation of socio-psychological phenomena into structural elements future conflict. The act of conflict prevention should be preceded by the identification of underlying prerequisites, causes that contain the possibility of creating conflict situations in the future.

The variety of causes of conflicts, we have already considered, can be conditionally divided into two large groups: objective, or social, and subjective, or psychological. Let's consider them from the standpoint of a possible preventive impact. Measures to prevent conflicts of the first group of causes can be summarized as follows:

♦ the policy for the implementation of activities should be based on the principles of equality and social justice;

♦ strengthening the legal principle in all spheres of society's life;

♦ raising the level of culture of the population, one of the elements of which is cultural literacy.

The full implementation of the activities of these programs eliminates the suddenness of the emergence, above all, of destructive conflicts. An important tool here should be the media, which can derive the very concepts of violence and aggression from the information field of people's consciousness, form value orientations of respect for individual rights, benevolence and tolerance in relationships.

An important role in taking into account the common causes of various conflicts in practice is played by the use of the deductive method, especially when analyzing the causes of interpersonal conflicts, within small groups and intergroup conflicts.

In any socially conditioned conflict, there is always a psychological component. A developed psyche is an integral quality of a person, it should be manifested in all forms of its activity. This may also explain its relative independence from the natural and social environment. Among the forms of human activity, one can distinguish forms of a conflict nature, where the psychological aspect will prevail over the social one. Such a conflict can include conflicts caused by a sense of deceived trust, mutual hostility, wounded pride, doubts about the correctness of one's choice, etc. Despite their ideal nature, these motives can acquire quite specific and dramatic forms of aggressive behavior of the participants in the conflict.

It is possible to prevent or weaken a conflict of such a psychological level only by neutralizing the aggressiveness of feelings and weakening the hostile determination of a person. In order to identify the reasons for the transformation of such aggressive attitudes, thoughts and feelings, it is necessary to deeply analyze such motives of all participants in the confrontation at the early stages of the emergence of a psychological situation. Only after this is it possible to block the development of the conflict or other destructive outbursts. This kind of work should become a daily routine. Its goal should be to create such a moral and psychological atmosphere that excluded the very possibility of the emergence of aggression.

The central problem of tactical conflict prevention is the maintenance and strengthening of collaborative relationships in the team. The problem is complex and requires complete solution using methods of socio-psychological, organizational, managerial and moral and ethical nature. Let's single out the following methods:

♦ the consent method involves carrying out activities aimed at attracting potential conflictants to a common cause, during which a more or less wide field of common interests appears in potential opponents, they get used to joint activities and joint solution of emerging problems;

♦ method of benevolence, or empathy, the ability to sympathize, understanding internal state, willingness to promote practice. This method requires the exclusion of unmotivated hostility, aggressiveness, impoliteness. The use of this method is especially important in crisis situations.

♦ method of preserving the partner's reputation, respecting his dignity. In the event of any disagreements caused by the conflict, the most important method of preventing a negative development of events is the recognition of the dignity of the partner, the expression of due respect for his personality. Recognizing the dignity and authority of the opponent, we thereby stimulate an adequate attitude towards our dignity and authority.

An effective tool for conflict prevention can be the method of mutual complementation. It relies on such abilities of the partner that we do not possess. The complementarity method is especially important in the formation of working groups, teams are completed in accordance with this principle, ensuring their performance at a sufficient level.

The method of anti-discrimination humane policy requires the exclusion of highlighting the advantages of one partner over the other, and in general any differences between them. To this end, management often uses elements of equalizing material incentives for all employees in the organization. Not to be confused with a similar expression - "equalization". Such a technique provides for clear criteria for remuneration for the equivalence of the labor invested. From the point of view of conflict prevention, an equivalent method of distribution has undoubted advantages, allowing to avoid the appearance of such negative emotions as a feeling of envy, resentment, which can become a breeding ground for the emergence of conflict resistance. In the interests

increasing the anti-conflict potential in the organization it is advisable to distribute merits and awards to everyone, even if they largely belong to one person. The prevalence of this method in Japanese management is largely due to the peculiarity of their culture and mentality. At the same time, this may interfere with their cultivation in our culture.

One of the methods of psychological conflict prevention can be conditionally called the method of psychological smoothing. It provides that the mood of people, their feelings can be regulated and need some support. As practice has shown, among them there are various forms of joint recreation, celebrations, everything that can be attributed to a broad concept as corporate events. This method allows you to relieve psychological stress, promotes emotional relaxation, causes positive feelings of mutual sympathy, contributes to the formation of a moral and psychological atmosphere in the organization, and prevents conflicts.

The methods considered do not exhaust the full potential of conflict prevention measures, it must be clearly understood that this is facilitated by everything that ensures the preservation of normal business relations, strengthens mutual respect and trust.

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Conflict (lat. conflictus) - a collision of oppositely directed, incompatible with each other tendencies in the mind of a single individual, in interpersonal interactions or interpersonal relationships of individuals or groups of people, associated with acute negative emotional experiences. Any organizational changes, conflicting situations, business and personal relationships between people often give rise to conflict situations, which are subjectively accompanied by serious psychological experiences.

Modern psychology considers conflict not only in a negative, but also in a positive way: as a way of developing an organization, a group and an individual, highlighting positive aspects in the inconsistency of conflict situations related to development and subjective understanding of life situations.

From point of view role theory conflict is understood as a situation of incompatible expectations (requirements) to which a person who plays a particular role in a social and interpersonal structure is exposed. Typically, such conflicts are divided into inter-role, intra-role and personality-role.

Essence of the conflict should cover four main characteristics: structure, dynamics, functions and conflict management.

The structure of the conflict is divided into:

object (subject of dispute);
subjects (individuals, groups, organizations);
conditions for the course of the conflict;
the scale of the conflict (interpersonal, local, regional, global);
strategies and tactics of behavior of the parties;
outcomes of the conflict situation (consequences, results, their awareness).

Any real conflict is a complex dynamic process that includes the following main stages:

subject situation

- the emergence of objective causes of conflict
conflict interaction -
incident or developing conflict
conflict resolution (
Full or partial).

Conflict, whatever its nature, fulfills a number of functions among which the most important are:

dialectical - serves to identify the causes of conflict interaction;

constructive - the tension caused by the conflict can be directed towards achieving the goal;

destructive - a personal, emotional coloring of relationships appears, which interferes with solving problems. Conflict management can be considered in two aspects: internal and external. The first of these is to manage one's own behavior in a conflict interaction. The external aspect of conflict management suggests that the subject of management can be a leader (manager, leader, etc.)

Conflict management is a purposeful impact, determined by objective laws, on its dynamics in the interests of the development or destruction of the social system to which this conflict is related.

The positive impact of conflict is manifested in the following:

conflict accelerates the process of self-awareness;
under its influence, a certain set of values is affirmed and confirmed;
promotes a sense of community, as it may turn out that others have similar interests and they strive for the same ends and results and support the use of the same means - to the extent that formal and informal alliances arise;
leads to the unification of like-minded people;
contributes to détente and pushes other, unimportant conflicts into the background;
promotes prioritization;
plays the role of a safety valve for a safe and even constructive release of emotions;
thanks to him, attention is drawn to dissatisfaction or proposals that need to be discussed, understood, recognized, supported, legalized and resolved;
leads to the emergence of working contacts with other people and groups;
it stimulates the development of systems for the equitable prevention, resolution and management of conflicts.

The negative impact of conflict often manifests itself in the following:

the conflict is a threat to the declared interests of the parties;
it threatens the social system that ensures equality and stability;
hinders the rapid implementation of change;
leads to loss of support;
makes people and organizations dependent on public statements that cannot be easily and quickly abandoned;
instead of a carefully considered response, it leads to quick action;
as a result of the conflict, the trust of the parties to each other is undermined;
causes disunity among those who need unity or even strive for it;
as a result of the conflict, the formation of alliances and coalitions is undermined;
the conflict tends to deepen and expand;
the conflict changes priorities to such an extent that it threatens other interests.

By meaning for a group and organization, conflicts are divided into constructive (creative, positive) and destructive (destructive, negative). The first is beneficial, the second is harmful. You can’t leave the first, you need to leave the second.

To effectively manage conflict, leaders need to:

determine its type
his reasons
its features
and then apply the necessary resolution method for this type of conflict.

The main task of managing intrapersonal conflict can be:

if these are conflicts of goals, then the main efforts of the leader should be aimed at achieving compatibility of personal and organizational goals.
if this is a conflict of roles, then their type should be taken into account (conflict of personality and expectations associated with the role; a conflict can also arise when there are different requirements for roles that a person must play at the same time).

There are many ways to resolve intrapersonal conflicts: compromise, withdrawal, sublimation, idealization, repression, reorientation, correction, etc. But the whole difficulty lies in the fact that it is very difficult for a person himself to ascertain, identify and manage an intrapersonal conflict. They are very well described in the scientific literature, in practice it is very difficult to resolve them on their own.

Interpersonal conflicts cover almost all spheres of human relations. Management of interpersonal conflicts can be considered in two aspects - internal and influence. The internal aspect is associated with some individual qualities of the personality itself and the skills of rational behavior in conflict. The external aspect reflects the managerial activity on the part of the leader in relation to a specific conflict.

In the process of managing interpersonal conflicts, it should be taken into account at different stages of management ( forecasting, prevention, regulation, resolution) causes, factors, mutual likes and dislikes. There are two main ways to resolve them: administrative or pedagogical.

Too often, conflicts that arise, for example, between a boss and a subordinate, an employee or a client, either escalate into a fight or a withdrawal. Neither option is an effective way to manage conflict.

The two-dimensional model of personality behavior in conflict interaction, developed by K. Thomas and R. Killman, has become widespread in conflict. This model is based on the orientation of the participants in the conflict to their own interests and the interests of the opposite side. The participants in the conflict, analyzing their interests and the interests of the opponent, choose 5 strategies of behavior (fight, withdrawal, concessions, compromise, cooperation).

To resolve and maintain positive relationships, it is better to follow these tips:

cool down
Analyze the situation
Explain to the other person what the problem is
Leave the man "exit"

conflict experiences. It is important to pay attention to the fact that the very process of formalizing the interests and goals of the parties proceeds in the conditions of experiencing a conflict or conflict situation. Each specific case of experiencing a conflict (upcoming, current or past) is determined by two factors: social attitudes formed in the cultural tradition, and individual psychoenergetic costs, depending on the available resources.

unwritten norms business ethics , which are guided one way or another by participants in business relationships in order to prevent possible friction and conflicts, can be reduced to the following simple requirements:

Don't be late. Admittedly, punctuality is an essential requirement of business etiquette.

Be laconic, do not say too much. The meaning of this requirement is to protect the secrets of the company as well as your personal secrets.

Be kind and welcoming. Politeness, friendliness are needed for communication at all levels: with bosses, subordinates, customers, customers, no matter how provocatively they sometimes behave.

Sympathize with people, think not only about yourself, but also about others. Respect the opinions of others, even if they don't match yours.

Watch your clothes appearance. This means that you need to be able to organically fit into your environment at work, the environment of workers at your level.

Speak and write good language. This means that everything you say and write should be written in a literate, literary language.

These basic rules of business ethics serve as the most important prerequisite for the formation of an atmosphere of cooperation that creates a reliable barrier against destructive conflicts. Among the various means of conflict prevention, one should not forget one more thing: the sense of humor inherent in people. The presence of this feeling is one of the evidence of a person's spiritual health, his optimistic view of the world and people.

It is known that many organizational conflicts are easier to prevent than to resolve, so conflict prevention should take a prominent place in the activities of any organization. Since the central figures of conflicts in the organization are specific individuals, such prevention should be personality-oriented.

One of the main strategies for preventing conflicts in the teams of organizations is, first of all, reducing the level of conflict of those people who are prone to inciting them. This approach can work in two directions:

correction of subjective (internal) conditions of a conflict personality in the course of individual work;
creation of organizational and managerial conditions conducive to reducing the manifestations of conflict.

Let us dwell on some particularly significant organizational and managerial conditions that contribute to reducing the conflict of the individual.

First of all, one should name verified personnel policy. Proper selection and placement of personnel, taking into account not only the qualification “questionnaire” indicators, but also the psychological qualities of the personnel, significantly reduce the likelihood of hiring conflicting individuals and those prone to get involved in conflicts. The basis of psychological support is psychological diagnostics of personnel during hiring and placement. With the help of psychological diagnostics, persons predisposed to conflict behavior, their psychological internal conditions, the level of conflict. Psychological diagnostics will help predict possible forms of behavior of conflict personalities, determine ways of effective interaction and communication with them.

An important factor in reducing the conflict of personality is high leadership authority . Psychologically, an authoritative person is always perceived as having undeniable benefits. The high authority of the leader, formed on the basis of his personal, professional and moral qualities, is the key to the stability of relations in the team. Developed skills to constructively and fairly resolve conflicts contribute to the raising of authority. An authoritative person becomes only when he has clear benefits, allowing to achieve significant, primarily socially positive, results. These advantages can be intellectual, strong-willed, characterological, associated with professional skills or competence. The main thing is that thanks to them useful results are achieved. Therefore, it is very important for any leader to have their own individual program of advanced personal and professional development. Its absence, the unwillingness to carry out the growth of one's professionalism creates fertile ground for the emergence of pseudo-authority (informal authority). An organized team is highly stable due to its integrity. Being organized is a strong deterrent that mobilizes their self-control functions.

A good stabilizing factor that prevents conflicts in a team is the presence in it high organizational culture as a system of conscious and unconscious ideas, values, rules, prohibitions, traditions shared by all members of the organization. Particular attention should be paid to one aspect - positive traditions as an important limiting framework for a conflict personality. Positive traditions act as additional norms of social regulation of behavior. They should be encouraged in every possible way, but at the same time it should be remembered that a measure is needed in this matter, otherwise they will become an end in itself and then already a conservative factor.

A significant psychological factor that reduces the level of conflict manifestations is prestige of activity and organization. It is also both a limiter and a regulator of behavior: people value a prestigious position or work, as a result of which they have an increased sense of responsibility, reflective regulation of activities, which, of course, affects behavior and communication, increasing their normativity in general. When carrying out activities aimed at increasing prestige, it is necessary to take into account its psychological characteristics: prestigious is something that is far from accessible to everyone, which causes a qualitatively different level of relations and stimulation, which is associated with a high level of professionalism, which has a very high social value and forms a certain social distance.

Finally, favorable psychological climate in the team is a factor that significantly reduces the level of conflict among staff. The quality and productivity of labor activity largely depend not only on the perfection of its organization, equipment, conditions, but also on the cohesion of the team, the nature of the relationship in it, the prevailing emotional atmosphere. Often it is friendliness, comradely mutual assistance, mutual assistance, the predominance of positive emotions, simplicity of relations that are the basis for the formation of such important socio-psychological phenomena as labor enthusiasm. Emotional mood, dominant moods, emotional coloring of moods most seriously affect the organization and efficiency of work, both individual and collective.

The climate in an organization is affected by many factors: leadership style, motives for work, the nature of staff relationships, satisfaction, moral standards, cohesion, organization, team size, time of joint work, gender and age composition, the presence of an informal structure, etc.

An important condition for reducing the conflict of personality is its orientation to high, but objectively justified standards of activity or behavior. In this case, the reference models should have a structured set of personal qualities that ensure high performance, a high level of professionalism or the achievement of a significant socially positive effect in the activity.

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Dana D. Overcoming disagreements. - St. Petersburg: Institute of Personality.
Zazykin V.G. Psychological prevention of conflicts in the team.
Ivantsevich J., Lobanov DL Human resource management.
Cornelius H., Fair S. Everyone Can Win.
Krichevsky R. L. If you are a leader ...
Kuzmin IA Psychotechnologies and effective management. Meskon M. Kh. et al. Fundamentals of management.
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Conflict (lat. “collision”) is a process of sharp aggravation, contradiction and struggle of two or more parties in solving a problem that is of personal importance for each of its participants.
The conflict is subjective, since it cannot be outside the psyche and consciousness of the individual. And at the same time, it is objective, as it is realized in the behavior of people.
Interpersonal conflict - a situation of confrontation between participants, perceived and experienced by them (or at least one of them) as significant psychological problem, requiring its resolution and causing the activity of the parties, aimed at overcoming the contradiction that has arisen and resolving the situation in the interests of both or one of the parties.

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Interpersonal conflicts. Kinds. Strategies of behavior in conflict. Diagnostics. Prevention and methods of correction of conflict behavior.

Conflict(lat. “collision”) is a process of sharp aggravation, contradiction and struggle of two or more parties in solving a problem that is of personal importance for each of its participants.

Conflict subjective, since it cannot be outside the psyche and consciousness of the individual. And at the same time objective, as it is realized in the behavior of people.

interpersonal conflict- the 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 the parties.

Types of interpersonal conflicts:

1. By direction:

horizontal- participants do not obey each other
vertical- participants are subordinate to each other
mixed– where there are both components (organization)

2. By value:

constructive(creative)
opponents do not go beyond ethical standards, business relations, reasonable arguments,
leads to the development of relationships between people
destructive(destructive)
one of the parties rigidly insists on its position and ignores the other
one of the parties resorts to condemned methods of struggle

3. By the nature of the reasons:

objective
subjective(bad mood, feeling)

4. By scope of permission:

business
personal-emotional

5. According to the form of manifestation:

hidden(poorly understood by people)
open(realized)

6. According to the flow time:

situational
prolonged(long)

Reasons for conflicts:

information acceptable for one side, and unacceptable for the other (gossip, incomplete information, inaccurate information, etc.)
structure- associated with the existence of social groups in the organization (status, rights, roles, age, etc.)
values- those principles that we proclaim or reject (ideology, religion, culture, etc.)
behavior- unacceptable for one of the parties (selfish, dangerous, etc.)
relations- usually associated with satisfaction from the interaction between the parties, or its absence.

Conflict behavior strategies:

care(avoidance)
fixture(suppressing myself)
compromise
competition
cooperation

Care
pros	Minuses
You can use it if the conflict does not concern you. If you are wrong. If a person is difficult to communicate with. We need a breather in the conflict.	The opportunity to take part in events is taken away. The opponent may raise demands when you return. The problem may grow during this time.
Behaviors: - silence - physical care - transition to business relations - complete break
Accommodating (repressing oneself)
pros	Minuses
This conflict is important to the opponent, and less important to you. The power of the other person is higher than yours. The opponent is not ready to listen. When you feel sorry for another person. When there is little disagreement.	The need is not being met. The main controversial issues are not addressed. The opponent often doesn't know what's going on. The conflict is not resolved.
Behaviors: - agreement - suppression of one's feelings - adjusting to another person - pretending everything is ok
Compromise
pros	Minuses
A solution is better than no solution. Fair decision. When negotiations are at an impasse, the only way out. Relationships are saved.	Unstable balance. "Half" benefit. One of the parties may raise the requirements.
Behaviors: - maintaining relationships - concessions - avoidance of sharp collisions - search for a fair solution
Competition
pros	Minuses
If you want to show superiority. When forced to protect interests, image. Increased self-esteem and victory. Fair play within the law and rules.	Damage to personal and business relationships. Decreased self-esteem in the loser. Not justified in interpersonal relationships.
Behaviors: - recruiting allies - non-verbal gestures
Cooperation
pros	Minuses
A win for everyone. The conflict is being resolved. Relationships are saved.	Collaboration is not always possible. It takes a lot of time. Requires a lot of skills. Satisfaction of interests is more important than achieving the goal.
Steps: 1) Find out the needs. 2) For what? (Orange => thirst) 3) If the needs are the same => search for solutions

Communication with difficult people (D. Scott):

Realize that a person is difficult to communicate with and determine his type.
Do not fall under the influence of this person, his points of view and attitude. Maintain calm and neutrality.
Decide: to communicate further, resolving the conflict, or stop communication.
Find a way to satisfy his interests.
Try to resolve the conflict.

Types of difficult people in communication and communication with them:

1) Complainant

Pessimist. Need for support.
What to do: Listen, reflect his feelings, express your feelings, discuss the conflict.

2) Silent

Shy, silent. The need for acceptance.
What to do: Be friendly, open. Know how to pause. Ask open-ended questions. Make assumptions.

3) An angry child

Emotional instability, infantilism. Need for expression and acceptance.
What to do: Give expression to emotions.

4) Schemer

Causes secret troubles, weaves intrigues. Fear of publicity.
What to do: Open intrigues calmly and with evidence, expose them as much as possible.

5) Super flexible

Offers his help, then fails. The need for acceptance.
What to do: Set deadlines. Understand why he didn't do the job.

6) Aggressor (Rude, unceremonious, boor)

I am 100% convinced that he is right.
What to do: Do not prove that he is wrong. Express your point of view.

Diagnostics:

"Behavior in Conflict" Thomas Test.
According to the listed styles of behavior, the following ways of responding to a conflict are distinguished:
Competition (rivalry)
fixture
Compromise
Avoidance
Cooperation

Leary's Interpersonal Diagnosis(Leary Interpersonal Diagnosis) - personal questionnaire. Developed by T. Leary in 1957 and aimed at diagnosing interpersonal relationships and personality traits that are essential when interacting with other people.
The task of the subject when working with the questionnaire is to correlate each of the 128 concise characteristics with the assessment of his "I". Each of the epithets-characteristics has a serial number.

Rosenzweig's pictorial frustration technique(Rosenzweig Picture-Frustration Study, PF Study) - projective technique personality research. Proposed by S. Rosenzweig in 1945 on the basis of the theory developed by him.
The stimulus material consists of 24 drawings depicting faces in a transitional type of frustration situation. The character on the left speaks words that describe the frustration of one's own or that of another individual. Above the character depicted on the right, there is an empty square in which the subject must write the first answer that comes to mind. There are no features and facial expressions of the characters in the drawings. The situations depicted in the figures are quite ordinary and can be divided into two groups: 1) situations-obstacles, or, according to the terminology of S. Rosenzweig, “ego-blocking”. Is there any obstacle or actor discourages, confuses, frustrates in any direct way the character in the figure on the right; 2) situations of accusation, or "superego-blocking". In these situations, the character on the right is accused of something or brought to justice.

Sources:
1) Burlachuk L. F., Morozov S. M. Dictionary-reference book on psychodiagnostics - St. Petersburg: Peter, 2002. "Masters of Psychology".
2) Labetskaya S.A. Lectures on conflictology.