Life conflict situations examples. Conflict and ways to resolve it. The concept of a conflict situation

When deadlines are burning, there are shortcomings in the work performed, or the wrong work has been done at all, the behavior of the leader in a conflict situation is the determining factor in what turn it will take. How to understand whether your subordinate will stubbornly stand his ground, even if he is wrong or dodge like a frying pan, just not to do what is needed? And in general, if there was a conflict at work, what to do?

It is easy to recall an example of conflict in an organization. Surely you have noticed that it is worth making a minor mistake, as it immediately reaches the size of an elephant, and there is already a shout on the whole floor, and as if a bucket of slop was poured on you for your worthlessness even in such simple matters. Colleagues with special gusto poke our faces into trifling blunders, asserting their own superiority at the expense of other people's misfires. These and other conflict situations in the organization - examples we see almost daily - often not only spoil our mood, but also force us to be involved in them.

And how do we act ourselves when there is a conflict situation at work? We carefully hide our mistakes, but we do not miss the opportunity to bring to the point of absurdity others, even the slightest ones. One gets the impression that people are not busy resolving issues on the merits, but are only looking for something to cling to in order to arrange a skirmish and throw mud at each other in a more sophisticated way. Why is this happening?

As Yuri Burlan's system-vector psychology explains, the main reasons that push us to conflict communication are our dislike for other people and dissatisfaction with our own lives. But conflict situations in the team, although accompanied by these factors, still have a number of features.

How to resolve a conflict at work, based on the properties of the human psyche?

When deadlines are burning, there are shortcomings in the work performed, or the wrong work has been done at all, the behavior of the leader in a conflict situation is the determining factor in what turn it will take. How to understand whether your subordinate will stubbornly stand his ground, even if he is wrong, or dodge like a frying pan, just not to do what needs to be done? And in general, if there was a conflict at work, what to do?

First, understand that everyone is different. That is why it is so difficult for us to find ways out of numerous conflict situations - the causes of conflicts are as diverse as their participants. Here are some examples of how conflicts can start in an enterprise. For some, the cause for conflict may be money question, for someone - the disrespectful behavior of a colleague, and someone can arrange a conflict without any reason at all.

To understand the causes of the conflict and understand how to act in order to resolve it as quickly and painlessly as possible, knowledge of the characteristics of its participants allows: their motives, desires and life priorities. A clear, structured understanding of these features is given by the system-vector psychology of Yuri Burlan.

System-vector psychology shows the differences of people through the concept of "vector" - a set of innate desires and properties of a person that determine the way of his thinking, character, behavior, values ​​and priorities, as well as potential abilities. Understanding these desires and properties, you can predict the behavior of people in any situations, including conflicts, and also really influence it.

We will analyze how systemic knowledge can be applied in resolving conflict situations using examples.

So, for example, knowing that a person has a so-called skin vector, you understand that by nature he has quick and flexible thinking, a rational mind and a desire for material superiority over others (money, status are his main values). Such a person very well feels the benefits, benefits, as well as the potential loss from one or another of his actions. Therefore, in situations of conflict with him, the most effective system of rewards and punishments in the form of bonuses and disciplinary sanctions. The next time he will strive, if not for encouragement, then at least to avoid conflict (that is, to avoid punishment for it - material loss). A person with a skin vector is also willing to compromise, especially if they promise him some kind of benefit.

Let's look at an example of a conflict situation and its solution with an employee who has a different vector set. Completely opposite to the skin type of a person is a person with an anal vector. This is the owner of a rigid psyche, unhurried, thorough and conservative. Having recognized his vector, you will immediately understand that such a person does not have an unconditional priority of material benefit or benefit, there is no flexibility of thinking. In his work, he values ​​professionalism, perfectionism, recognition and respect. This is a man of principles and in any conflict situation he will stand his ground to the last. Trying to resolve a conflict with the owner of this vector, you will know that a compromise for him is always only equally, and “equally” precisely in his system of values. Therefore, as a “fair compensation”, he can be offered recognition of his authority in front of colleagues or a demonstration of respect for his professionalism (issue a certificate of honor, declare gratitude in front of everyone, etc.).

In total, system-vector psychology identifies 8 vectors - 8 types of the human psyche. Their combination and mixing forms an exact system of possible models of human behavior in conflict. Knowledge of these models gives an understanding of how to resolve absolutely any conflict in the team. Fast and as efficient as possible. Find ways to resolve conflicts at work with little or no loss.

A person in his place as a factor in minimizing conflicts in the personnel management system

The most important factor in the sustainable development of the enterprise and minimization of conflicts in management activities is the correct selection of personnel. When each person is in his place, that is, work allows him to use his natural abilities to the fullest, there are much fewer reasons for conflicts in the team. When a person, as they say, is not in his place, that is, the position at the enterprise does not correspond to his vectors, abilities, conflicts arise as if from scratch. Consider an example.

A common recruiting mistake is choosing an expert, analyst or narrow specialist for the position - a candidate without an anal vector. This job requires knowledge of the subject in detail and perfectionism - and these are the aspirations of people with an anal vector.

People with the skin vector - disciplined, organized, competitive and ambitious - can find themselves in such activities only for a short distance (as an intermediate stage of career growth). If you leave them in such a position for a long time, then sooner or later this will cause a conflict situation in the organization, because as soon as everything becomes familiar in the work for a skin person, he loses interest in it and begins to look for something new. At this time, the quality of work and deadlines suffer.

Therefore, if you need the best specialist for centuries, it is necessary to appoint a person with an anal vector to such a position. And if the organizer of the work is an enterprising leather worker.

An interesting example of conflict situations, when bright personalities are in the center of attention. Most of the conflicts between groups of employees in a team arise due to undeveloped skin-visual people (people with skin and visual vectors whose properties have not been properly developed), both women and men. Endless coffee drinking, empty chatter about everything and everyone - this is all their path. They are always in the thick of things and in the spotlight, but when it comes to work, their brightness fades. Such people provoke conflicts not only by their incompetence, but also by the psychological nature of the victim. They are said to attract trouble.

Knowing the psychological characteristics of team members, you will significantly improve the psychological climate in the organization.

We looked at several examples of conflicts and their solutions. Thus, the main recipe for avoiding conflicts in a team is to build an optimal team structure, taking into account the vector characteristics of employees, and also to prevent potential brawlers and loafers from entering the team, identifying them already at the interview stage.

The solution of conflicts in the team and their prevention

So, we found out that the psychological background is, although imperceptible, but the leading factor in the emergence and development of conflicts.

That is why the skill of determining the vectors that make up the psyche of participants in difficult situations is of invaluable importance for us. By defining vectors, we reveal the unconscious motives that drive the parties to the conflict, and understand how they will behave in given conditions. Thus, the conflict becomes predictable, and therefore manageable, and we easily find the best ways to get out of it. We know exactly who can provoke a conflict at work, how it will develop and what ways to resolve the conflict exist.

Knowledge of the vector features of people allows not only to understand how to get out of the conflict at work, but also to minimize the likelihood of its occurrence in the team. So, having seen what set of vectors a person has, we can already at the interview stage determine whether he will be an effective employee or, conversely, a source of conflict situations. Knowing the desires, properties and abilities given to a person, we understand what kind of work he is best suited for and what he will not be able to cope with. That is, we can build such a team structure where everyone takes their place and performs the work as efficiently as possible, without resorting to conflict situations.

Understanding a person's value systems by vectors also allows you to choose the best system for motivating employees, both individually and collectively. This ensures the maximum return of the employee in work, which fully implements the principle of division of labor and ensures the sustainable development of the organization.

The system-vector psychology of Yuri Burlan clearly shows that any methods of conflict resolution - conflict resolution management, reward and punishment systems, compromise - are truly effective only when they are applied taking into account the mental characteristics of people. And the main principle of a compromise conflict resolution is not mutual manipulation of concessions, but an understanding of the properties of the human psyche, its value systems, which means finding the best solution for the parties to the conflict, taking into account their essential interests.

Emerging conflicts at work, examples and some features of which we have analyzed, have a lot of nuances, add-ons and branches. So, the conflict between a man and a woman at work has its own specifics. However, according to system-vector psychology, the principle of conflict management is the same: understanding the psyche of the participants in the conflict gives us the opportunity to predict the development of the conflict and speak with its participants in the same language - the language of their values.

With this knowledge, you can deal with any conflicts, both in the organization and in your personal life - for example, if a difficult situation arose in the family.

The article was written based on the materials of the training " System-Vector Psychology»

In any organization, there are various conflicts. And this is by no means always a negative indicator of any activity of this organization. From some conflicts you can draw something positive, with the help of them you can identify and correct the shortcomings of both the organization system as a whole and the disagreements between individual members of the team. Moreover, the changes that the resolution of the conflict entails may not always be aimed specifically at improving the situation, they can simply normalize it or lead to the initial state.

So, let's look at a few examples of conflict situations that actually took place in any company.

1. One of the leaders, when communicating with his subordinates, used a strictly ordered style that did not tolerate any objections. It should be noted that all employees of the department are highly qualified specialists who know their business, but, nevertheless, the head did not take this into account.

In this case, the layering of tasks, the inability or unwillingness to determine the priorities and sequence of tasks, the requirement to complete everything at once and, moreover, urgently - all this has a negative character: it irritates employees, introduces a negative climate into the department, which, of course, discourages the desire to work and does not contribute to quality and productive work of employees.

Given the existence of certain difficulties in finding a job and because of their modesty, employees for a long time did not dare to complain to their boss. But such a situation could not continue in a hidden form indefinitely, and at some point the claims were partially voiced.

The abnormal, tense situation in the department, as one would expect, eventually attracted the attention of the top management of the organization. It should also be noted here that this leader himself is a good worker and does his job perfectly, and there was no point in simply dismissing him - it is not so easy to find a good specialist. In this situation, an attempt was made to organize a frank conversation between the manager and his employees, but, unfortunately, it did not have the proper result. Of course, certain improvements have appeared, but the conflict situation has not been completely eliminated. Therefore, in order to fully normalize the situation in the department, individual confidential conversations are now being held with the head of the department and with each of the employees.

This example clearly shows that resolving a conflict that has arisen due to some personal manifestations is sometimes more difficult than a production one, since its successful outcome depends not only on the manager’s knowledge and the ability to behave correctly in a critical situation (situation analysis, management her, forecasting the consequences, making the optimal decision, eliminating negative consequences), but also from the desire of the conflicting parties themselves.

2. A young marketing specialist came to the organization after graduation. He was assigned a salary equal to the salary of experienced old marketers. He was well received by the team. But almost immediately they began to notice some mistakes in his work, deviations from their usual methods and methods of activity. After 3 months, another young specialist was accepted into the marketing department. From the very first days, he diligently tried to fulfill his duties. But his knowledge of work tactics also did not receive the approval of experienced employees of the department. He, like the first young man, was assigned a salary equal to the salary of experienced old marketers. The latter, trusting only everything verified, out of good intentions, tried to force young specialists to act according to their own “rules”. As a result, a tense situation developed in the department. Old-timers feel hurt, perhaps threatened. The newcomers, on the other hand, have established a dislike, a reciprocal desire to fight back for any reason, and also from a part, a desire to induce the rest of the department's employees to active and progressive actions that can give better results in their activities. Thus, I believe, some of these decisions could be made in the team by the authorities. Perhaps after consultation with an external structure. So, it is still desirable to determine that new methods are simply new fashion or are they really more progressive and more efficient?

In general, according to the description, there is an impression of confusion about who should train whom, as well as the absence of a working incentive mechanism. Who in the organization should deal with conflict resolution?

From the practice of Russian business, it can be said that no one simply engages in such an exquisite type of activity as resolving conflicts within an organization. It usually happens that the conflict is resolved by the participants in this conflict themselves, including with the help of their colleagues. If the conflict is more or less serious, then the leader intervenes. And usually - they tend to resort to the services of consultants "from outside", since their help does not happen, they are needed all the time. Internal employees (HR director, training manager, corporate culture specialist, advertising and PR specialist, personnel manager, etc.) can only deal with the prevention of conflicts and organize activities at the enterprise accordingly.

So, we looked at several examples of conflict in the organization. Naturally, there are many different types of conflicts, but there are still two main ones: those that have arisen for objective reasons or those that have arisen for subjective reasons. So, for example, a production conflict can develop into an interpersonal one (if, due to an unfinished labor system, disagreements arise between people, then developing into personal hostility) or vice versa (if, due to personal contradictions, negative changes appear in the organization system, or constant failures occur in her work). Conflicts can also occur between groups of people, entire organizations, they can develop along the lines of a leader - a subordinate or a subordinate - a subordinate; There are also other conflicts. But whatever the conflict, it should not be avoided and it must be remembered that it is a kind of signal for actions that should change the situation and, as a result, should to some extent lead to an improvement in the work of the organization, to its improvement as a whole.

There are several effective ways conflict management. They can be divided into two categories: structural and interpersonal. Analysis of the actual causes of the conflict will reduce the severity of the consequences.

Explain job requirements. One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, as well as clearly defined policies, procedures and rules, should be mentioned here. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them in each given situation.

Coordination and integration mechanisms. Another method of managing a conflict situation is the use of a coordination mechanism. One of the most common mechanisms is the command chain. As Weber and representatives of the administrative school noted long ago, the establishment of a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on some issue, the conflict can be avoided by contacting their common boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows perfectly well whose decisions he should obey.

In conflict management, integration tools are very useful, such as management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces and inter-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not. For example, a company where there was a conflict between interdependent divisions - the sales department and the production department - managed to solve the problem by creating an intermediate service that coordinates the volume of orders and sales. This service was the link between sales and production and dealt with issues such as sales requirements, capacity utilization, pricing, and delivery schedules.

Organizational overarching goals. Establishing corporate-wide complex goals is another structural method for managing a structural situation. The effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The idea that is embedded in these higher goals will direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department conflict with each other, you should formulate goals for your department, and not for each shift individually. similarly, setting clear goals for the organization as a whole will also encourage department heads to make decisions that benefit the entire organization, not just their own functional area. The presentation of the highest principles (values) of the organization reveals the content of complex goals. The company seeks to reduce the potential for conflict by setting out company-wide, overarching goals in order to achieve greater coherence and performance across all staff.

The structure of the reward system. Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of a problem in a complex way, should be rewarded with commendation, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

For example, if sales managers are rewarded solely on the basis of an increase in the volume of goods sold, this may conflict with the intended level of profit. The heads of these departments can increase sales by unnecessarily offering more discounts and thereby lowering the company's average profit. Or there may be a conflict between the sales department and the credit department of the firm. In trying to increase sales, the sales department may not be able to meet the limits set by the credit department. This leads to a reduction in the possibility of obtaining loans and, consequently, to a decrease in the credibility of the credit department. In such a situation, the credit department can exacerbate the conflict by not agreeing to an extraordinary transaction and depriving the sales department of the corresponding commission.

The systematic, coordinated use of a system of rewards and rewards for those who contribute to the achievement of corporate goals, helping people understand how they should act in a conflict situation so that it is in line with the desires of management.

The first step in conflict management is to understand its sources.

The manager should find out if this is a simple dispute about resources, a misunderstanding about some problem, different approaches to the value system of people, or is it a conflict that arose as a result of mutual intolerance (intolerance), psychological incompatibility. After determining the causes of the conflict, he must minimize the number of participants in the conflict. It has been established that the fewer people involved in the conflict, the less effort will be required to resolve it.

Of particular difficulty for the manager is to find ways to resolve interpersonal conflicts. In this sense, there are several possible behavioral strategies and corresponding options for the manager's actions aimed at eliminating the conflict.

The behavior of a manager in a conflict environment has essentially two independent dimensions:

• - assertiveness, perseverance characterize the behavior of the individual, aimed at realizing their own interests, achieving their own, often mercantile goals;
• - cooperative characterizes behavior aimed at taking into account the interests of other persons (persons) in order to meet the satisfaction of their (his) needs.

The combination of these parameters with varying degrees of their severity determines the five main ways to resolve interpersonal conflicts.

Avoidance, evasion (weak assertiveness is combined with low cooperativeness). With this strategy of behavior, the manager's actions are aimed at getting out of the situation without yielding, but not insisting on his own, refraining from entering into disputes and discussions, from expressing his position. In response to demands or accusations made against him, such a leader turns the conversation to another topic. He does not take responsibility for solving problems, does not want to see controversial issues, does not attach importance to disagreements, denies the existence of a conflict or even considers it useless, tries not to get into situations that provoke a conflict.

Coercion (confrontation) - in this case, high assertiveness is combined with low cooperativeness. The actions of the manager are aimed at insisting on their own through an open struggle for their interests, the use of power, coercion. Confrontation involves the perception of the situation as a victory or defeat, taking a tough position and the manifestation of irreconcilable antagonism in the event of a partner's resistance. Such a leader will force you to accept your point of view at any cost.

Smoothing (compliance) - weak assertiveness is combined with high cooperativeness. The actions of the manager in a situation of conflict are aimed at maintaining or restoring good relations, at ensuring the satisfaction of the other person by smoothing out disagreements. For the sake of this, he is ready to give in, to neglect his own interests, to strive to support another, not to hurt his feelings, to take into account his arguments. His motto is: "Don't quarrel, because we are all one happy team, in the same boat, which should not be rocked."

Compromise, cooperation - high assertiveness is combined with high cooperativeness. In this case, the manager's actions are aimed at finding a solution that fully satisfies both his interests and the wishes of another person in the course of an open and frank exchange of views about the problem. He tries to resolve disagreements, giving in something in exchange for concessions from the other side, in the process of negotiations he is looking for intermediate “middle” solutions that suit both sides, in which no one especially loses anything, but does not gain either.

There are other ways to resolve interpersonal conflicts:

Coordination - the coordination of tactical sub-goals and behavior in the interests of the main goal or the solution of a common problem. Such coordination between organizational units can be carried out at different levels of the management pyramid (vertical coordination), at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination succeeds, then conflicts are resolved with less cost and effort;

Integrative problem solving. Conflict resolution is based on the assumption that there can be a solution to the problem that eliminates all conflict elements and is acceptable to both parties. It is believed that this is one of the most successful strategies for the manager's behavior in conflict, since in this case he comes closest to resolving the conditions that initially gave rise to this conflict. However, the problem-solving approach to conflict is often very difficult to follow. This is due to the fact that it largely depends on the professionalism of the manager. In addition, in this case, it takes a long time to resolve the conflict. In such conditions, the manager must have good technology - a model for solving problems;

Confrontation as a way to resolve the conflict -- making the problem public. This makes it possible to freely discuss it with the involvement of maximum number participants in the conflict (in essence, this is no longer a conflict, but a labor dispute), to confront the problem, and not with each other, in order to identify and eliminate all shortcomings. The purpose of confrontational meetings is to bring people together in a non-hostile forum that promotes communication. Public and frank communication is one of the means of conflict management.

In the course of its professional activity the teacher, in addition to his immediate duties related to the education and upbringing of the younger generation, has to communicate with colleagues, students, and their parents.

It is hardly possible to do without conflict situations in daily interaction. And is it necessary? After all, having correctly resolved a tense moment, it is easy to achieve good constructive results, bring people together, help them understand each other, and make progress in educational aspects.

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

What is conflict? The definitions of this concept can be divided into two groups. In the public mind, conflict is most often a synonym for hostile, negative confrontation between people due to the incompatibility of interests, norms of behavior, and goals.

But there is another understanding of the conflict as an absolutely natural phenomenon in the life of society, which does not necessarily lead to negative consequences. On the contrary, when choosing the right channel for its flow, it is an important component of the development of society.

Depending on the results of conflict resolution, they can be designated as destructive or constructive. Bottom line destructive collision is the dissatisfaction of one or both parties with the result of the collision, the destruction of relations, resentment, misunderstanding.

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

Variety of school conflicts. Causes and solutions

Conflict in school is a multifaceted phenomenon. When communicating with participants school life The teacher has to be also a psychologist. The following "debriefing" of collisions with each group of participants can become a "cheat sheet" for the teacher in exams on the subject "School conflict".

Student-student conflict

Disagreements between children are a common occurrence, including in school life. In this case, the teacher is not a conflicting party, but sometimes it is necessary to take part in a dispute between students.

Causes of conflicts between students

• struggle for authority
• rivalry
• deceit, gossip
• insults
• resentment
• hostility towards the teacher's favorite students
• personal dislike for a person
• affection without reciprocity
• fight for a girl (boy)

Ways to resolve conflicts between students

How to constructively resolve such disagreements? Very often, children can resolve the conflict situation on their own, without the help of an adult. If intervention by the teacher is necessary, it is important to do so in a calm manner. It is better to do without pressure on the child, without public apologies, limiting himself to a hint. It is better if the student himself finds an algorithm for solving this problem. constructive conflict will add social skills to the treasury of the child's experience that will help him communicate with peers, teach him how to solve problems, which will be useful to him in adulthood.

After resolving the conflict situation, the dialogue between the teacher and the child is important. It is good to call a student by name, it is important that he feels an atmosphere of trust and goodwill. You can say something like: “Dima, conflict is not a reason to worry. There will be many more such disagreements in your life, and that's not a bad thing. It is important to solve it correctly, without mutual reproaches and insults, to draw conclusions, to correct some mistakes. Such a conflict would be beneficial."

The child often quarrels and shows aggression if he does not have friends and hobbies. In this case, the teacher can try to remedy the situation by talking to the student's parents, recommending that the child be enrolled in a circle or sports section, according to his interests. A new activity will not leave time for intrigue and gossip, it will give you an interesting and useful pastime, new acquaintances.

Conflict "Teacher - parent of the student"

Such conflict actions can be provoked by both the teacher and the parent. Dissatisfaction can be mutual.

Causes of conflict between teacher and parents

• different ideas of the parties about the means of education
• dissatisfaction of the parent with the teaching methods of the teacher
• personal animosity
• the parent's opinion about the unreasonable underestimation of the child's grades

Ways to resolve conflict with the student's parents

How can one constructively resolve such grievances and break the stumbling blocks? When a conflict situation arises at school, it is important to understand it calmly, realistically, without distortion, look at things. Usually, everything happens in a different way: the conflicting person closes his eyes to his own mistakes, while simultaneously looking for them in the opponent's behavior.

When the situation is soberly assessed and the problem is outlined, it is easier for the teacher to find the true cause, evaluate the correctness of the actions of both parties, and chart the path to a constructive resolution of an unpleasant moment.

The next step on the path to agreement will be an open dialogue between the teacher and the parent, where the parties are equal. The analysis of the situation will help the teacher express his thoughts and ideas about the problem to the parent, show understanding, clarify the common goal, and together find a way out of the current situation.

After the conflict is resolved, the conclusions drawn about what was done wrong and how to act so that a tense moment does not come will help prevent similar situations in the future.

Example

Anton is a self-confident high school student who does not have outstanding abilities. Relations with the guys in the class are cool, there are no school friends.

At home, the boy characterizes the guys with negative side, pointing out their shortcomings, fictitious or exaggerated, shows dissatisfaction with teachers, notes that many teachers underestimate his grades.

Mom unconditionally believes her son, assents to him, which further spoils the boy's relationship with classmates, causes negativity towards teachers.

The conflict erupts when a parent comes to school in anger and complains about teachers and school administration. No persuasion or persuasion has a cooling effect on her. The conflict does not stop until the child finishes school. Obviously, this situation is destructive.

What could be a constructive approach to solving an urgent problem?

Using the above recommendations, we can assume that Anton's class teacher could analyze the current situation something like this: “Anton provoked the conflict between the mother and the school teachers. This speaks of the boy's inner dissatisfaction with his relationship with the guys in the class. The mother added fuel to the fire by not understanding the situation, increasing her son's hostility and distrust towards the people around him at school. What caused the return, which was expressed by the cool attitude of the guys towards Anton.

The common goal of parent and teacher could be the desire to rally Anton's relationship with the class.

A good result can be given by the teacher's dialogue with Anton and his mother, which would show wish class teacher help the boy. It is important that Anton wants to change himself. It is good to talk with the guys in the class so that they reconsider their attitude towards the boy, entrust them with joint responsible work, organize extra-curricular activities that contribute to the rallying of the guys.

Conflict "Teacher - student"

Such conflicts are perhaps the most frequent, because students and teachers spend almost less time together than parents with children.

Causes of conflict between teacher and students

• lack of unity in the demands of teachers
• excessive demands on the student
• inconsistency of the teacher's demands
• non-compliance by the teacher
• the student feels underestimated
• the teacher cannot accept the shortcomings of the student
• personal qualities of the teacher or student (irritability, helplessness, rudeness)

Conflict resolution between teacher and student

It is better to defuse a tense situation without bringing it to conflict. To do this, you can use some psychological techniques.

A natural reaction to irritability and raising the voice are similar actions.. The consequence of a conversation in raised tones will be an aggravation of the conflict. Therefore, the correct action on the part of the teacher will be a calm, friendly, confident tone in response to the violent reaction of the student. Soon the child will be “infected” with the calmness of the teacher.

Dissatisfaction and irritability most often come from lagging behind students who dishonestly perform school duties. You can inspire a student to succeed in his studies and help him forget his discontents by entrusting him with a responsible task and expressing confidence that he will do it well.

A friendly and fair attitude towards students will be the key to a healthy atmosphere in the classroom, and will make it easy to implement the proposed recommendations.

It is worth noting that in the dialogue between the teacher and the student, it is important to take into account certain things. It is worth preparing for it in advance in order to know what to say to the child. How to say - a component no less important. A calm tone and the absence of negative emotions are what you need to get a good result. And the commanding tone that teachers often use, reproaches and threats, is better to forget. You need to be able to listen and hear the child.

If punishment is necessary, it is worth considering it in such a way as to exclude the humiliation of the student, a change in attitude towards him.

Example

A sixth grade student, Oksana, does poorly in her studies, is irritable and rude in her communication with the teacher. At one of the lessons, the girl prevented other children from completing assignments, threw papers at the children, and did not react to the teacher even after several remarks addressed to her. Oksana didn't respond to the teacher's request to leave the class either, remaining seated. The teacher's irritation led him to the decision to stop teaching, and after the bell to leave the whole class after the lessons. This, of course, led to the discontent of the guys.

Such a solution to the conflict led to destructive changes in the mutual understanding of the student and the teacher.

A constructive solution to the problem could look like this. After Oksana ignored the teacher’s request to stop interfering with the guys, the teacher could get out of the situation by laughing it off, saying something with an ironic smile to the girl, for example: “Oksana ate little porridge today, her throw range and accuracy suffer, the last piece of paper never reached the addressee. After that, calmly continue to lead the lesson further.

After the lesson, you could try to talk to the girl, show her your benevolent attitude, understanding, desire to help. It's a good idea to talk to the girl's parents to find out. possible cause such behaviour. Paying more attention to the girl, trusting responsible assignments, assisting in completing tasks, encouraging her actions with praise - all this would be useful in the process of bringing the conflict to a constructive outcome.

A single algorithm for resolving any school conflict

Having studied the above recommendations for each of the conflicts at school, one can trace the similarity of their constructive resolution. Let's designate it again.

• The first thing that will be helpful when the problem is ripe is calmness.
• The second point is the analysis of the situation without vicissitudes.
• The third important point is open dialogue between the conflicting parties, the ability to listen to the interlocutor, to calmly state one's view on the problem of the conflict.
• The fourth thing that will help to come to the desired constructive result is identification of a common goal, ways of solving the problem, allowing to come to this goal.
• The last, fifth point will be findings, which will help to avoid communication and interaction errors in the future.

So what is conflict? Good or evil? The answers to these questions lie in the way you deal with stressful situations. The absence of conflicts at school is an almost impossible phenomenon.. And they still need to be addressed. A constructive decision brings with it trusting relationships and peace in the classroom, a destructive one accumulates resentment and irritation. Stopping and thinking at the moment when irritation and anger surged is an important point in choosing your own way of resolving conflict situations.

A photo: Ekaterina Afanasicheva.

Unfortunately, people do not always manage to peacefully resolve all disputes and misunderstandings. Very often, completely out of nowhere, interpersonal conflict arises. What is the reason and why is this happening? What are the ways to resolve interpersonal conflicts? Is it possible to avoid them and live your whole life without conflict with anyone?

What is conflict?

Conflict is one of the ways to resolve problems and contradictions that arise as a result of interaction between individuals or groups of people. At the same time, it is accompanied by negative emotions and behavior that goes beyond the norms accepted in society.

During the conflict, each of the parties takes and defends the opposite position in relation to each other. None of the opponents wants to understand and accept the opinion of the opponent. The conflicting parties can be not only individuals, but also social groups and states.

Interpersonal conflict and its features

If the interests and goals of two or more people in specific case disagree, and each side tries to resolve the dispute in its favor, an interpersonal conflict arises. An example of such a situation is a quarrel between a husband and wife, a child and a parent, a subordinate and a boss. This one is the most common and most frequently occurring.

Interpersonal conflict can occur both between well-known and constantly communicating people, and between those who see each other for the first time. At the same time, the relations are clarified by opponents face to face, through a personal dispute or discussion.

Stages of interpersonal conflict

The conflict is not just a dispute between two participants, arising spontaneously and unexpectedly. It is a process consisting of several stages, gradually developing and gaining momentum. The causes of interpersonal conflicts can sometimes accumulate for quite a long time before they result in open confrontation.

At the first stage, the conflict is hidden. At this time, conflicting interests and views are only brewing and forming. At the same time, both parties to the conflict believe that their problem can be solved through negotiations and discussions.

At the second stage of the conflict, the parties realize that it will not be possible to overcome their contradictions by peaceful means. There is a so-called tension, which increases and gains power.

The third stage is characterized by the beginning of active actions: disputes, threats, insults, the spread of negative information about the enemy, the search for allies and like-minded people. At the same time, mutual hostility, hatred, and anger accumulate between the participants.

The fourth stage is the process of resolving interpersonal conflicts. It can end with the reconciliation of the parties or a break in relations.

Types of interpersonal conflicts

There are many classifications of interpersonal conflicts. They are divided according to the severity, duration of the course, scale, form of manifestation, and expected consequences. Most often, the types of interpersonal conflicts differ in the reasons for their occurrence.

The most common is the conflict of interest. It occurs when people have opposite plans, goals, intentions. An example is the following situation: two friends cannot agree on how to spend their time. The first wants to go to the cinema, the second just wants to take a walk. If neither of them wants to make concessions to the other, and an agreement fails, a conflict of interest may arise.

The second type is value conflicts. They can arise in cases where the participants have different moral, worldview, religious ideas. A striking example of this type of confrontation is the conflict of generations.

Role conflicts are the third type of interpersonal confrontations. In this case, the cause is violations of the usual norms of behavior and rules. Such conflicts can occur, for example, in an organization when a new employee refuses to accept the rules established by the team.

Causes of interpersonal conflicts

Among the reasons that provoke conflicts, in the first place is This can be, for example, one TV or computer for the whole family, a certain amount of money for bonuses that needs to be divided among all employees of the department. In this case, one person can only achieve his goal by infringing on the other.

The second reason for the development of conflicts is interdependence. It can be a connection of tasks, powers, responsibilities and other resources. So, in an organization, project participants may begin to blame each other if, for some reason, it was not possible to implement it.

Conflicts can be provoked by differences in goals, in views, in ideas about certain things, in the manner of behavior and communication. In addition, the cause of confrontations can be the personal characteristics of a person.

Interpersonal conflicts in the organization

Almost all people spend most of their time at work. In the course of performing duties, disputes and contradictions often arise between employees. Conflicts in interpersonal relationships that occur in organizations very often hinder the company's activities and worsen the overall result.

Conflicts in organizations can occur both between employees holding the same position, and between subordinates and superiors. The reasons for the occurrence of conflicts can be different. This is the shifting of responsibilities to each other, and the feeling of unfair treatment of management, and the dependence of the result of employees on each other.

Not only disagreements over working moments, but also problems in communication between colleagues can provoke a conflict in an organization. Most often, the confrontation can be eliminated by employees on their own through negotiations. Sometimes the management of interpersonal conflicts is taken over by the head of the organization, he finds out the causes and tries to resolve the problems that have arisen. It happens that the case may end with the dismissal of one of the conflicting parties.

Interpersonal conflicts of spouses

Family life involves the constant solution of all kinds of everyday problems. Very often, spouses cannot find agreement on certain issues, resulting in interpersonal conflict. An example of this: the husband returned from work too late, the wife did not have time to cook dinner, the husband scattered dirty socks around the apartment.

Material problems significantly aggravate conflicts. Many domestic quarrels could be avoided if each family had enough funds. The husband does not want to help his wife wash the dishes - we will buy a dishwasher, there is a dispute over which channel we will watch - it does not matter, we will take another TV. Unfortunately, not everyone can afford this.

Each family chooses its own strategy for resolving interpersonal conflicts. Someone quickly concedes and goes to reconciliation, some can live for a long time in a state of quarrel and not talk to each other. It is very important that discontent does not accumulate, the spouses find a compromise, and all problems are resolved as quickly as possible.

Interpersonal conflicts of people of different generations

The conflict of "fathers and sons" can be considered in a broad and narrow sense. In the first case, it occurs within a single family, while in the second it is projected onto the whole society as a whole. This problem has existed at all times, it is not new for our century either.

The conflict of generations occurs because of the difference in views, worldview, norms and values ​​of young people and people of more mature age. However, this difference need not provoke conflict. The reason for the struggle of generations is the unwillingness to understand and respect the interests of each other.

The main features of interpersonal conflicts of generations are that they are much longer in nature and do not develop in certain stages. They can periodically subside and flare up again with renewed vigor in the event of a sharp infringement of the interests of the parties.

In order for your family not to be affected by generational conflict, you must constantly show respect and patience with each other. Old people should often remember that they were once young and did not want to listen to advice, and young people should not forget that in many years they will also become old.

Is it possible to live your whole life without conflict with anyone?

Few people like the constant swearing and quarrels. Many people would dream of living without ever having conflict with anyone. However, in our society, this moment impossible.

From early childhood, a person is in conflict with others. For example, the kids did not share toys, the child does not obey his parents. In adolescence, generational conflict often comes first.

Throughout our lives, we have to periodically defend our interests, prove our case. At the same time, conflicts cannot be avoided. It is only in our power to reduce the number of conflicts to a minimum, try not to succumb to provocations and avoid quarrels without good reasons.

Rules of conduct in a conflict situation

When a conflict arises, both participants want to resolve it as soon as possible, while achieving their goals and getting what they want. How should one behave in this situation in order to get out of it with dignity?

First you need to learn to separate the attitude towards the person with whom there was a disagreement, from the very problem that needs to be solved. Do not start insulting your opponent, get personal, try to behave with restraint and calmness. Argument all your arguments, try to put yourself in the place of the enemy and invite him to take your place.

If you notice that you are starting to lose your temper, invite your interlocutor to take a break to calm down and cool down a bit, and then continue to sort things out. To solve the problem as soon as possible, you need to see a specific goal and focus on ways to achieve it. It is important to remember that in any conflict situation, it is necessary first of all to maintain relations with the opponent.

Ways to get out of a conflict situation

The most successful way out is to find a compromise by the warring parties. In this case, the parties make a decision that suits all parties to the dispute. There are no reticences and misunderstandings between the conflicting parties.

However, not in all cases it is possible to reach a compromise. Very often the outcome of the conflict is coercion. This version of the outcome of the conflict is most typical if one of the participants occupies a dominant position. For example, a leader forces a subordinate to do as he pleases, or a parent tells his child to do as he sees fit.

In order to prevent the conflict from gaining strength, you can try to smooth it out. In this case, the person who is accused of something agrees with the reproaches and claims, tries to explain the reason for his actions and deeds. The use of this method of getting out of the dispute does not mean that the essence of the conflict is understood, and mistakes are recognized. Just at the moment the accused does not want to enter into a conflict.

Admitting your mistakes and repenting for what you have done is another way to resolve interpersonal conflict. An example of such a situation: the child regrets that he did not prepare the lessons and received a deuce, and promises his parents to continue to do homework.

How to prevent interpersonal conflicts

Each person should always remember that absolutely any dispute is better to prevent than to deal with its consequences later and repair damaged relationships. What is the prevention of interpersonal conflicts?

First you need to limit your communication with the potential to the maximum. These can be arrogant, aggressive, secretive personalities. If it is not possible to completely stop communicating with such people, try to ignore their provocations and always remain calm.

To prevent conflict situations, you need to learn how to negotiate with the interlocutor, try to find an approach to any person, respect your opponent and clearly formulate your positions.

In what situations should you not fight?

Before entering into a conflict, you need to think carefully about whether you really need it. Very often people begin to sort things out in cases where it does not make sense at all.

If your interests are not directly affected, and during the dispute you will not achieve your goals, most likely it makes no sense to enter into an interpersonal conflict. An example of a similar situation: on the bus, the conductor starts arguing with the passenger. Even if you support the position of one of the disputants, you should not get involved in their conflict without a good reason.

If you see that the level of your opponent is radically different from yours, there is no point in entering into an argument and discussion with such people. You will never prove to a stupid person that you are right.

Before getting involved in a conflict, you need to evaluate all the pros and cons, think about what consequences it can lead to, how your relationship with your opponent will change, and whether you want it, how likely it is that during the dispute you will be able to achieve your goals. Also, great attention should be paid to your emotions at the time of the threat of a quarrel. Perhaps you should use the tactics of avoiding the conflict, cool down a little and think carefully about the current situation.

Topic 4. Conflicts and ways to resolve them

INTRODUCTION 3

1. The concept of conflict 4

2. Types of conflicts 5

3. Manners 8

4. Strategy and rules of conduct in conflicts 9

5. Techniques for improving relationships 11

CONCLUSION 18

REFERENCES 19

INTRODUCTION

Conflict is always a complex and multifaceted social phenomenon. It involves a variety of parties: individuals, social groups, national-ethnic communities, states and groups of countries, united by certain goals and interests. Conflicts arise for a variety of reasons and motives: psychological, economic, political, value, religious, etc. But each of us also knows that the personality itself is internally contradictory and subject to constant contradictions and stress. Who, for example, is not familiar with the internally tense situation “and you want and prick” (the desire to start a new business, experience new sensations, on the one hand, and the fear of losing what you have, the fear of punishment, on the other) or the problem of the Buridan donkey (when you have to choose between two values ​​of equal importance.

This variety of grounds, forms, levels and motives of conflicts makes it difficult to define its concept and create a typology of conflicts.

The relevance of this study is due to the fact that every person, especially working in the business sphere, needs to have an idea about conflicts, about the rules of behavior in conflict situations and ways to get out of them with dignity.

The purpose of this work is to study the types and types, causes and resolution of conflicts.

When writing the work, the works of Grishina N., Melibuda E., Mindel A., Karmina A. and others were used.

The practical significance of the work lies in the possibility of using its materials for further study of issues related to conflicts in the workforce, as well as for conducting practical classes and seminars on the psychology course.

1. The concept of conflict

In view of the variety of types of conflicts and differences in their definition, it is first necessary to give a definition of conflict that would be common to all its types. This, in turn, involves identifying the essence of the conflict and its concept.

Today in the conflictological literature there are a variety of definitions of the conflict. Thus, the concept of conflict, formulated by the famous American theorist L. Kozer, is widespread in the West. Under it, he understands the struggle for values ​​and claims to a certain status, power and resources, in which the goals of the enemy are to neutralize, damage or eliminate the rival.

This definition reveals the conflict to a greater extent from a sociological point of view, because its essence, according to the author, is the clash of values ​​and interests of various social groups.

In Russian literature, most definitions of conflict are also of a sociological nature. Their advantage lies in the fact that the authors identify various necessary signs of social conflict, represented by various forms of confrontation between individuals and social communities aimed at achieving certain interests and goals. Here are some examples of conflict definitions:

L.G. Sanity: So, the conflict is the most important side of the interaction of people in society, a kind of cell of social life. This is a form of relationship between potential or actual subjects of social action, the motivation of which is due to opposing values ​​and norms, interests and needs.

SOUTH. Zaprudsky: Social conflict is a clear or hidden state of confrontation between objectively divergent interests, goals and trends in the development of social objects, a direct and indirect clash of social forces on the basis of opposition to the existing social order, a special form of historical movement towards a new social unity.

A.V. Dmitriev: Under social conflict usually understood as the type of confrontation in which the parties seek to seize territory or resources, threaten opposing individuals or groups, their property or culture in such a way that the struggle takes the form of an attack or defense.

2. Types of conflicts

In psychology, there are certain types of conflicts:

Intrapersonal conflict arises from the state of dissatisfaction of a person with any circumstances of his life, associated with the presence of conflicting interests, aspirations, needs.

Interpersonal conflict is the most common type of conflict; it arises between people because of the incompatibility of their views, interests, goals, needs.

Intergroup conflict occurs as a result of clashes of interests between different groups.

The conflict between the group and the individual manifests itself as a contradiction between the expectations of the individual and the norms of behavior and communication that have developed in the group.

The classification of conflicts horizontally characterizes conflicts that arise between ordinary employees who are not subordinate to each other; vertically - between people who are subordinate to each other; in mixed conflicts, both options are presented. Moreover, 70-80% of all conflicts are vertical and mixed.

Conflicts can arise for various reasons and circumstances. They may be the result of a lack of understanding in the process of communication; incorrect assumptions in relation to the actions of the interlocutors; differences in plans and estimates. The causes of conflicts can be individual and personal characteristics of the communication partner; inability (unwillingness) to control one's emotional state; tactlessness, lack of desire to work, loss of interest in work.

Consider an example that is very common in conflictology. The students decided to have a party. During the preparation of the treat, the two girls could not share the orange and began to argue loudly, proving to each other that it was she who needed the orange. However, it turned out that one of the girls needed the pulp of an orange to make juice, and the other needed zest for a cake. Thus, there may not have been a conflict, since the needs of the girls are compatible. But each of them reacted to the situation depending on how they perceived and assessed it.

The main role in the emergence of conflict is played by conflictogens - words, actions (or inaction) that contribute to the emergence and development of the conflict. By itself, the “conflictogen is a loner” is not capable of leading to conflict. For this, a “chain of conflictogens” should arise - their escalation, that is, when we try to respond to a conflictogen in your address with a stronger conflictogen, often choosing the strongest of all possible.

How does the exchange of "courtesy" take place? Having received a conflictogen in his address, the “victim” responds with “resentment for offense” in order to compensate for his psychological loss. At the same time, his answer should not be weaker, therefore, for complete certainty, he is done with a “margin” (it is difficult to resist the temptation to teach the offender a lesson). As a result, the power of conflictogens increases. There are three main types of conflicts:

- striving for excellence;

- manifestation of aggression;

- manifestation of selfishness.

In order to avoid conflictogens in the process of communication and interaction with other people, one should:

1. Remember that any careless statement can provoke a conflict (due to the escalation of conflictogens);

2. Show empathy for the interlocutor. To do this, you need to enter into his position, imagine how your words and actions will resonate in his soul;

3. Show a tolerant attitude towards the opinion and views of the interlocutor and accept the dissimilarity of his judgments with your own.

To understand the essence of the conflict and effectively resolve it,

one of the conflict formulas must be addressed:

Conflict situation + incident = conflict,

where the conflict situation is the accumulated contradictions that create the true cause of the conflict; an incident is a combination of circumstances that are a cause for conflict; conflict is an open confrontation, which is the result of mutually exclusive interests and positions.

Resolving a conflict means:

1. Eliminate the conflict situation;

2. Exhaust the incident.

However, as practice shows, in life there are many cases when, for objective reasons, it is impossible to eliminate the conflict situation. Therefore, in order to avoid conflict, care should be taken not to create an incident.

3. Behavior

This component of the conflict also plays an important role in its development. People interact with different levels of culture, habits, rules of conduct. These differences can be due to both character traits and education, value orientations, life experience, that is, factors associated with the process of socialization of the individual. But there are people who are simply difficult to communicate, whose behavior is inconvenient for others and who are increased sources of conflict.

In Dealing with Difficult People, Robert M. Bramson identified a number of such types of difficult people to deal with. Let's name some of them.

1) "Aggressives" - they constantly bully others, say barbs and get irritated if they are not listened to.

2) "Complainers" they always have something to complain about. Usually they do little to solve the problem and do not want to take responsibility.

When you are in a conflict situation, in order to solve the problem more effectively, you must choose a certain style of behavior, taking into account your style, the style of other participants in the conflict, and the nature of the conflict itself.

K-U, Thomas and R. Khilmenn identified the following five typical strategies (behaviors) of behavior in conflict situations:

first

Customize (changing their position, reorganizing behavior, smoothing out contradictions, etc.).

2. Compromise(settlement of disagreements with mutual concessions).

3. Cooperation(joint development of a solution that meets the interests of all parties: it should be long and consist of several stages, but it will be useful).

4. Ignoring, conflict prevention(the desire to leave the conflict situation without a solution).

fifth

Competition, competition (open struggle for their interests, constant defense of their position).

Your style of behavior in a particular conflict is determined by the extent to which you want to satisfy your interests (passive or active) and the interests of the other side (jointly or individually). The following are guidelines for the proper use of one or another conflict resolution method, depending on the specific situation.

After each strategy is defined, examples are given where the strategy is appropriate.

1. Assembly:

— the most important task is to restore peace and stability, not to resolve the conflict;

- the subject of disagreement is more important for the enemy than for you;

- opens up a solution difficult problems compared to the one currently under consideration, but at the moment it is necessary to strengthen mutual trust;

- there is an opportunity to allow subordinates to act on their own, acquiring skills and gaining experience with their own mistakes;

— you need to define your own error;

- defending his position requires a lot of time and considerable intellectual effort;

- you are not particularly concerned about what happened;

want to keep the peace and good relationship with others;

- you think that it is more important to maintain a good relationship with someone than to protect your interests;

- you understand that the result is much more important than giving another person than for you.

second

Compromise:

— the parties are equally convincing arguments;

- It takes time to solve complex problems;

- an urgent decision must be made with a time interval;

- cooperation and approval of the directive does not lead to success in the light of their position;

- both parties have equal power and have exclusive interests;

- you can edit the temporary solution;

- the satisfaction of your desire is not very important for you, and you can slightly change the goal that you identified at the beginning;

- Compromise will allow you to maintain a relationship, and you are more likely to gain something, rather than lose everything.

the third

Cooperation:

— need to find common decision if each of the problems is too important, this does not allow the use of compromise options;

- the main purpose of the discussion is to get a common work experience, to get wide information;

— It is necessary to integrate the views and convergence of opinions of employees;

- it seems important to strengthen personal participation in the activities and cohesion of groups;

— you have a close, long-term and interdependent relationship with the other party;

- you have time to work on the problem (this is a good approach to conflict resolution based on long-term plans);

You and your opponent want to discuss some ideas and try to work out a solution.

fourth

not paying attention:

- the source of disagreement is trivial and insignificant compared to more important tasks;

- it takes time to restore peace and create conditions for a sober assessment of the situation;

- consideration of the situation and the search for additional information about the nature of the conflict are more preferable than the immediate adoption of any decision;

- the subject of the dispute does not matter, leads to a side and at the same time is a symptom of other, more serious problems;

— subordinates can successfully resolve the dispute;

- the voltage is too high and you feel the need to reduce the heat;

- you know that you cannot or do not want to resolve the conflict in your interests;

- you have few opportunities to solve the problem or solve it the way you want it;

Trying to solve a problem right away is dangerous because

open discussion of the conflict may worsen

situation.

fifth

rivalry:

— fast and decisive action is needed in case of unforeseen and dangerous situations;

- in solving global problems related to the effectiveness of activities (trusting the head of his justice);

- there is interaction with subordinates who prefer an authoritarian style;

- the result is very important to you, so decide to solve the problem;

- you have enough strength to make a decision, and it is obvious that the solution you propose is the best;

You think you have no other choice and you have nothing to lose.

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The strategy of behavior in a conflict is considered as the orientation of an individual (group) in relation to the conflict, which determines certain forms of behavior in a conflict situation.

In psychology, there are five main strategies for behavior in conflict:

— competition(rivalry, confrontation), as well as an open struggle for their interests;

— cooperation, which aims to find a solution that will meet the interests of all parties;

— compromise- settlement of differences with mutual concessions;

— avoidance (avoidance), which consists of the desire to avoid a conflict situation without saving it, without denying it, without insisting on it;

— adjustment- the tendency to avoid contradictions by threatening oneself.

The general expression of these behavioral strategies is characterized by both corporate and aggressive behavior.

Competition strategy (rivalry). This strategy is characterized by the desire to satisfy their interests, actively fighting against the opposite side and ignoring their interests, goals and opinions. There is no interest in working with other people. He expressed a penchant for selective decisions and measures.

Own interests are satisfied at the expense of the interests of others; others are forced to make a drastic solution to the problem.

This strategy can be effective when the person using it has their own power. Typically, the subject of the dispute uses this strategy when it is very important to him because he has sufficient power and authority when a decision must be made quickly if there is no other choice and nothing to lose.

Cooperation strategy. The essence of this strategy is to fully satisfy both its interests and the interests of the counterparty, who are looking for favorable solutions based on the maximum consideration of the interests of all parties, the ongoing cooperation encourages an open discussion of the needs and desires of opponents.

In order to use this style successfully, you need to spend some time getting to know each other's interests and needs in order to develop a way to satisfy both parties' desires.

A cooperation strategy is recommended if the solution is very important for both parties, have a close and long-term relationship, when the time to solve the problem arose, when both opponents could explain the essence of their interests and listen to each other.

compromise strategy. Strategic regulation is consistent with the condition that the opposite party do the same and take the form of a concession for exchange to work out a compromise solution.

It's a compromise partially meeting the wishes of both parties.

The strategy is effective when both opponents want the same thing, but they understand that at the same time the realization is not possible for both desires.

In the event of a compromise, a long-term, mutually beneficial solution is developed: "I can accept this." The emphasis is on the thesis: "We cannot fulfill our desires at the same time, so it is better to have a bird in your hand than a crane in the sky."

The strategy is used when the interests of both parties are mutually exclusive, when both parties have equal strength, when a decision needs to be made quickly, when other approaches prove ineffective. In order to resolve the conflict with a compromise, it is first necessary to clarify the interests of both parties and determine the area of ​​interest.

Evasion of the strategy (avoidance). The presented strategy includes the prevention of active actions and is carried out in the form of refusing to interact with the opposite side or ignoring the conflict in its presence.

When using this strategy, their rights are not guaranteed, there is no cooperation with anyone to solve the problem. The problem is ignored and the responsibility for solving it is redirected to others.

Most often, this style of behavior in conflict is used when the problem is not too important for matter, when it does not want to use energy to solve this problem.

Adjustment strategy. Adaptation refers to the refusal to defend one's interests with the consent to the full satisfaction of the interests of the counterparty.

In this case, as a rule, the other person has more power and is interested in the outcome of events. The difference in the method of evasion is that the measures are carried out together with the enemy, mainly from his interests..

It should be noted that, as a rule, conflicting strategies combine strategies, and sometimes one of them dominates.

Often conflict starts with cooperative behavior, but if that fails, a competitive strategy will set in, which may also prove to be ineffective. In this case, we revisit strategies for problem solving that lead to successful conflict resolution.

It should also be noted that all these strategies are implemented with different tactics. For example, strategy This is a set of macroscopic targets and tactics means achieving these goals.

The same tactic can be used in different strategies. For example, the threat is usually considered a destructive and hostile tactic, it can be used in a supply strategy or in a competitive strategy.

The main tactics of behavior in the conflict:

first

Rational Persuasion Use facts and logic to back up your position and convince your opponent.

2. Capturing and maintaining the subject matter of the dispute. This applies to conflicts in which the subject matter is significant.

the third

Conflicts and ways to resolve them (p. 1 of 3)

Physical abuse (injury). Destruction of material values, physical impact, causing bodily harm.

4. Psychological violence (damage). Accident, rudeness, negative personal evaluation, discriminatory measures, defamation, false information, fraud, humiliation.

5. Pressure. Submission of requests, orders, orders, threats, ultimatums, submission of compromise material, extortion.

sixth

Demonstration measures. It is used to draw the attention of others to your person. Public apologies and health complaints are not intentionally suicidal attempts.

seventh

Coalition. Formation of unions, expansion of support groups

8. Friendly treatment. Appropriate treatment, which emphasizes general evidence of willingness to solve a problem, provide assistance, provide services.

9. Completion of transactions. Mutual exchange of goods, promises, concessions.

10. Appeal to the authorities. Use of penalties and rewards.

tactics may be "soft" or "hard"».

« soft"This is considered a tactic whose consequences for the opponent are pleasant or neutral." difficult“Tactics that cause unpleasant consequences for the enemy, such as pressure, unchanging obligations. The use of tactics usually ranges from mild to severe." Requirements, requirements apply to tactics directly impact and in The tactic can be a friendly relationship, putting the partner in a state of thrill.

You can assign it rational(rational persuasion, making a deal) and irrational(pressure, destruction, creating the effect of surprise) tactics.

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Styles of conflict behavior (avoidance, accommodation, confrontation, cooperation, compromise)

1. Power style (style of struggle or rivalry). The essence of this style is the desire to impose one's will and resolve the conflict with the help of force (power, administrative sanctions, economic pressure, etc.), regardless of the interests of the opponent.

This style is usually used when:

there is a clear advantage in strength, resources of influence and confidence in victory;

achieving the goal is of high importance;

compromises are difficult due to the specifics of the object: it cannot be divided (for example, the position of the president of the company).

Despite the apparent effectiveness of using the power style, it has significant drawbacks.

After all, the power style, as a rule, does not eliminate the source of the conflict, but only forces the weaker one to temporarily submit. After some time, especially when the balance of power changes, the conflict may resume. In addition, submission imposed by force is often external, formal. The vanquished can offer hidden resistance, accumulate strength and wait for the right moment. The winner often relaxes, loses readiness to fight, loses resources of influence.

The power style is often used by leaders in relation to subordinates, because by their status they have power and superiority in resources of influence.

In such cases, the weaknesses of the power style, noted above, usually appear, and in addition, it can cause frustration in subordinates, discourage them from any desire to show initiative and activity.

2. Avoidance of conflict, avoidance of conflict situations or exit from the conflict.

Conflict avoidance is considered preferable if:

there is a lack of own resources necessary for conflict actions, and the superiority of the enemy;

the significance of the problem is low and it is not worth wasting time and resources on confrontation;

it is advisable to delay the time in order to gather strength and wait for a convenient situation, the right moment.

Often all three of these circumstances occur at the same time.

However, even if they are present, it is not always possible to avoid conflict; very often one has to choose a style of behavior associated with unilateral concessions.

3. Adaptation (to the interests and requirements of the opponent). This style of conflict behavior implies the need to sacrifice one's interests in favor of the opponent, fulfill his requirements and abandon one's own goals. Consistent use of this style leads to the victory of one side. Adaptation style often has to be used by subordinates in conflicts with superiors, as well as lower-level managers in relation to senior managers.

Accommodation is usually a forced style of conflict behavior. If it is accompanied by the realization of one's own wrongness in the dispute, then it does not have negative organizational consequences. If the adaptation is considered as forced and internal disagreement with the winner remains, then it has approximately the same negative consequences for the losing side as with the forceful style. The difference lies only in the preservation of resources that are spent on fighting with the power style.

Compromise. The essence of this style of conflict behavior consists in partial (up to certain limits) concessions to the opponent in anticipation of similar actions on his part in the hope of avoiding an aggravation of the conflict, which is fraught with greater losses than individual concessions.

Compromise is one of the most common styles of conflict behavior. Often a compromise makes it possible to quickly and relatively easily extinguish the conflict or prevent it. Compromise as a way to resolve conflicts has the following disadvantages:

it can, especially at an early stage, block the clarification of the source of the conflict, prevent a deep analysis of the essence of the problem and the search for optimal ways to resolve it;

it preserves relations of confrontation and mutual dissatisfaction, since it means forced concessions, unpleasant for each side.

Because of this, opponents may retain a negative attitude towards each other, as well as the feeling that they lost or were deceived. If vital goals or values ​​were sacrificed in the compromise, then discontent can grow and eventually lead to the renewal and aggravation of the conflict.

5. Cooperation. This style of conflict behavior involves a joint solution to the problem, acceptable to all parties to the conflict. Cooperation means careful acquaintance with the position of the opposite side, clarification of the causes of the conflict, refusal to achieve one's own goals at the expense of the opponent's interests, search for mutually acceptable ways and solutions and their joint implementation.

Collaboration is most correlated with an idealistic strategy for dealing with conflict. It is quite widespread in the practice of leadership.

6. Maintaining the status quo (peaceful coexistence). The essence of this style lies in the joint maintenance, conservation of the positions occupied in order to prevent the escalation of the conflict, which is unfavorable for both sides.

The resolution of the dispute is postponed indefinitely. This style is used if the contradictions between the parties are deep enough, but allow for their relatively normal coexistence. At the same time, each of the participants is not sure of his victory and fears a destructive confrontation, and even defeat. In an organization, the style of peaceful coexistence is usually implemented in the form of an informal agreement, on the basis of which areas of action are divided or extreme forms of competition are not allowed, and often joint actions are envisaged in relation to a third party that encroaches on the existing order.

Formation of indifference. This style occupies, as it were, an intermediate position between cooperation and peaceful coexistence. Its essence is to jointly neutralize the emotional tension that has arisen around a controversial issue, and to work to clarify the limited significance of this issue for the participants in the conflict. After this kind of conflict-reducing action, under the influence of changing circumstances, many problems are gradually removed by themselves.

Behavior choice

According to a number of empirical studies, the search for compromises, as well as the avoidance of direct collisions, prevail in practice.

In general, the choice of style of behavior in conflicts is primarily influenced by the following four factors:

the size of the bet that can be won or lost as a result of the conflict. If it is possible to get a big win or with minimal damage in case of failure, they more often choose a power style, wrestling;

resources that determine the possibility of rivalry and the probability of victory;

the presence of mutual, intersecting interests of the parties to the conflict.

If there is a common interest in cooperation in non-conflict areas, the choice falls, as a rule, on “soft” styles of conflict behavior, and vice versa, in case of inconsistency of interests not directly involved in this conflict, tougher methods of struggle are used;

culture, traditions: a complex of relations between both the participants in the conflict and their environment.

Taking into account the effect of these factors, the orientation towards the forceful achievement of one's own goals and ignoring the interests of the opponent is formed approximately as follows.

Conflict situations and ways to resolve them.

First, the size of the bet and the possible damage in case of defeat are determined. Then the line of behavior is adjusted taking into account one's own resources and the strength of opponents (the probability of victory is predicted).

Further, the whole complex of interests in relation to the opponent is specified. The presence of coinciding interests encourages cooperation, their polar orientation enhances the desire for rivalry. The nature of the existing relations and the norms of behavior accepted in a given social environment either lead to cooperation or push to struggle.

Conflict resolution skills

Developing Skills to Turn Conflict into Opportunity

relations

Are you alone and looking for your love? It's pretty hard to deal with dates when you can't offer enough emotional engagement. And when you're having trouble with love, it's so easy to buy into all those destructive dating and relationship myths.

Therefore, you may be tempted to reevaluate your beliefs and expectations of love, especially if you have slept many times or have little dating experience.

If you know how to understand what's going on, you can spot the warning signs and address trust issues, you'll be leading the way to a long-term love relationship.

Conflicts, both small and large, are the result of differences. They happen when two people disagree on values, motivations, attitudes, ideas, and desires.

Sometimes these differences are trivial, but when conflicts evoke strong emotions, often the problem becomes a deep personal need. For example, you may need a sense of security, a need for respect and the experience of values, or a need for more intimacy and intimacy.

Everyone wants to be understood, attention and support, but these needs are met in different ways. Another term in the need for comfort and security creates some of the biggest challenges in our personal and professional relationships.

Think about the conflicting need for security and compare it with the need for research and risk. You often see this conflict between babies and parents. The child wants to learn, so the streets or rocky cliffs meet his needs.

But parents have to protect the child, so they impose restrictions that make them an "apple breaker".

The needs of both parents play an important role in the long-term success of most relationships, and all deserve respect and attention.

In personal relationships, the lack of understanding of the difference in needs causes distancing, conflicts and interruptions. In work conflicts, differing needs are often at the heart of heated disputes, sometimes leading to transaction cancellations, loss of income, and job loss. When you recognize the right to conflicting needs and are willing to analyze them in an atmosphere of empathic understanding, modes are open to creative problem solving, group building, and relationship improvement.

How to deal with conflict situations in the workplace

• Conflict is more than disagreement. This is a situation in which one or both parties feel threatened (whether they are real or not).
• If they are ignored, the fighting starts to swing. Because conflict means a sense of threat to health and survival, it stays with us until we meet and resolve it.
• We respond to conflicts based on perceptions of the situation, not objective facts..

  Our experience, culture, values ​​and beliefs influence our perception.

• Conflicts evoke strong emotions. If you don't feel comfortable with strong emotions or think you can handle stress, you can't successfully resolve conflict.
• Conflict is an opportunity for growth. When you resolve conflict in a relationship, then trust.

  Feel confident and know that your relationship will survive in terms of problems and disagreements.

Are you afraid of conflicts or avoid any price? If your perception of conflict is associated with threats or painful memories of past unhealthy relationships or early childhood, you can expect that all of today's disagreements will lead to bad consequences.

From this, you view relationship conflicts as some sort of demoralizing, abusive, dangerous, and provocative fear. If you experience a lack of control and impotence due to your early life experiences, the conflict may even affect you.

If you view conflict as something dangerous, then it will begin to act as a self-fulfilling prophecy. When entering a conflict situation that is already under extreme threat, it is difficult to deal with this problem. in a healthy way. Instead, you are more likely to explode with anger or remain silent.

Bad reaction in conflict	A healthy response to conflict
An inability to recognize and respond to what is important to the other person.	The ability to recognize and respond to what is important to another person.
Explosive, aggressive, harmful and sensitive reactions	Calm, unprotected and respectful reactions.
Alienation from love, which leads to rejection, isolation, shame and fear of a break	Ready to forgive, forget and continue after the conflict, without holding back discontent or anger.
Inability to compromise the situation with another person.	The ability to find a compromise and prevent punishment.
Fear and conflict prevention; expectation of a bad outcome	The belief that personal conflict is the best option for both parties

Conflict causes strong emotions and sometimes leads to painful feelings, disappointments and discomfort.

If you deal with conflicts in an unhealthy way, it causes irritation, resentment and frustration. But if the conflict is resolved in a healthy way, then understanding each other increases, it brings confidence and strengthens the bonds of this relationship.

If you are in conflict with your feelings or under such stress that you can only pay attention to a limited number of feelings, you will not be able to understand your needs.

And if you do not understand your needs, it will be difficult to think when you try to communicate something that you do not understand well for others, and try to understand what is bothering you. For example, couples often talk about the little things — like towels, how to eat soup — and don't even talk about what really threatens them.

To successfully resolve a conflict, you will need to learn and practice two key skills: the ability to quickly de-stress and the ability to comfortably hold on to your emotions in order to respond constructively to an argument or an obvious attack.

The ability to manage and mitigate stress at the same time as it is critical to maintaining balance, focus, and control over what is happening, no matter the difficulties you face.

If you don't know how to stay awake and in control, conflict will overwhelm you and you won't be able to respond in a healthy way.

Psychologist Connie Leelas uses a driving analogy to describe three of the most common ways people respond to stress:

• Feet on the gas! Reaction of anger and agitation in stress.

  Swim, get into a difficult country, too emotional, and you don't have the means to sit still.

• Brake leg! Reactions with alienation and stress depression.

  Stop talking, get out of the situation and show too little energy and emotion.

• Gas and brake leg! The reaction is tension and ice.

  You "freeze" under pressure and there is nothing you can do. You look paralyzed, but below the surface you are too enthusiastic.

• Carefully read other people's non-verbal communication
• Listen to what others are saying
• Know your emotions
• That you are in touch with your deepest needs
• Specify your needs

So you can get used to the stress, you don't even know it you are stressed.

Perhaps stress in your life is a problem if you notice the following:

• Often feel tension or stiffness somewhere in your body
• As you breathe, you may not notice any movement in chest or stomach
• Conflicts consume your time and attention

Feeling awareness is the key to understanding yourself and others.

If you don't know how you feel and why you feel the way you do, then you can't communicate effectively or resolve differences.

While knowing your own emotions may seem like a simple task, many people ignore it or try to calm emotions such as anger, sadness, or fear. But your ability to resolve conflict depends on how you stay in touch with your feelings.

If you are afraid of strong emotions or insist on an overly rational decision, your ability to see differences and agree with them is impaired.

Feeling awareness is awareness of the emotional experience you are experiencing. in this moment- and the ability to manage all feelings in an acceptable way - the basis of the communication process, which can lead to conflict resolution.

Being aware of your emotions helps you:

• Understand what really hinders other people
• Understand even what really bothers you
• Stay motivated until the conflict is resolved
• Clear and effective communication
• Be attractive to others and influence others

The most important information between conflicts and conflicts is conveyed by non-games.

Non-verbal cues are conveyed through emotions, which manifest as facial expressions, postures, gestures, their speed, tone of voice, and volume of voice.

When people become frustrated, their words rarely convey problematic situations and their needs around the problem. When we listen to what has happened and what is being said, we are deeply connected to the other person's needs and wants.

Such hearing strengthens us, makes us more informed, and makes it easier for others to listen.

When you are in the middle of a conflict, you pay close attention to the other person's non-verbal expressions, you will help determine what the other person is saying.

This will allow you to respond in such a way that trust between you will be strengthened and the root of the problem will be eliminated. A quiet tone of voice that stimulates touch or an interested expression is very important in relieving tension.

The more you know your experience, it will be easier for you to notice signs without words that will tell you how others are feeling.

Conflict management and conflict resolution require the ability to quickly reduce stress and balance your emotions. This process is as constructive as it gets because you will follow the following rules:

• Hear what happened and also what is said.

  When we listen, we connect more deeply with our own needs and emotions, as well as with other people. Listening also strengthens us, makes us more informed, and makes it easier for others to listen to us when you start talking.

• Benefit from Conflict Resolution, Not Winning or "I'm Right". Maintaining and strengthening relationships should be a priority, not “winning” a conflict.

  Consider another person and his position.

• Focus on the present. If you are carrying a lot of mistakes left over from past disagreements, you are worried about the possibility of finding out what the reality of the current situation is. Focus on what you are doing and how to solve the problem now, not on past complaints and inequalities.
• Choose a battle.

  Conflicts are exhaustive, so it is important to evaluate each time whether the issue is worth the time and effort. You may not want to put yourself in a parking lot after about 15 minutes, but if there are dozens of empty spaces, then the argument does not stand in one place.

• Get ready for remission. Conflict resolution is not possible if you are not willing or able to forgive. The solution is to abandon the momentum of punishment, as its implementation will never replace loss and will only add wounds that will continue to drain and drain our lives.
• Know when to quit.

  If you cannot agree, you agree that you do not agree. It requires two people to continue arguing and conflicting. If a conflict is happening now, edit it to leave it later and continue.

What can you do?

1. Instead of focusing on winning or "right",
2. Listen to the other person's feelings, not just their words
3. Focus on the present, not the past
4. Be prepared to file a complaint
5. Use an acceptable form of humor to reduce stress and aggression

Your ability to successfully resolve conflict depends on your ability to:

• Deal with stress quickly while remaining alert and calm
• Control your emotions and actions. By controlling your emotions, you can communicate your needs without threatening, scaring, or punishing others.
• Pay attention to what feelings the other person expresses and what words he says.
• Get to know the differences and respect them.

  By avoiding offensive words and actions, you can almost always resolve conflicts faster.

Learn How to Eliminate Stress Immediately as It Happens

The best way to quickly and reliably reduce stress (if you don't have loved ones near you, you can talk for miles) is to connect with the senses: sights, sounds, smells, and pleasant experiences.

But every person responds to sensory stimuli, so you will need to figure out what works for you.

Assessing the ability to recognize and control emotions

Below we offer a questionnaire that will help you assess your level of awareness of your feelings. Answer the questions "almost never", "on a case-by-case basis", "often", "very often" or "almost always".

There are no right or wrong answers, just a chance to get to know your emotional reactions better.

• Do you feel emotions like a current, and with one feeling that you are facing something and then another as you move from one situation to another?
• Are your emotions accompanied by physical feelings that are felt in the stomach or in the chest?
• Do you recognize individual emotions and emotions such as anger, sadness, fear, joy, manifested in the form of facial reactions?
• Can you experience intense feelings that are strong enough to get your attention and the attention of others?
• But watch your feelings?

  Do they influence decision making?

If you don't know anything above, your emotions may be hidden or even excluded.

In this case, you need to develop your ability to be aware of your feelings.

Use humor to resolve conflicts

When stress and emotion are balanced, you can enjoy, enjoy and play.

Joy is an illusory and powerful source. Research shows that a person is able to overcome an accident because he is happy to meet. Humor plays a similar role in conflicts.

By using humor, you can avoid many confrontations and resolve many disputes and disagreements. Humor helps you express what is otherwise difficult to express without disturbing your interlocutor.

However, it is important to laugh with the person, not with him. When humor and play are used to reduce tension and anger, to look at a problem from a different angle and perspective, conflict is often an opportunity for greater alignment with others and greater intimacy between people.

As part of the political methods of conflict prevention and resolution, traditional and institutional methods.

traditional methods. The most common conflict resolution methods known in international relations since ancient times are: negotiation, Appendix third party services and mediation to help clients reach an agreement. Although the last two options for "external intervention" in international law are considered legitimate, the conflict state always does not agree with them voluntarily.

They often want to resolve their conflicts directly with each other. The 1899 Hague Convention took a step forward in this regard. Commission of Inquiry in order to identify facts that could become the basis of an interstate conflict and would be its cause.

The function of these commissions, which operates under the direction of a "third party", was to understand the arguments of the representatives of the countries who ask. Since the Second World War, another method of resolving international conflicts has been known, coordination method. It is characterized by the fact that the elements of the dispute are the subject of a mixed commission headed by a "third party". The Commission cannot simply argue about the disputed facts, and also make decisions on the parties.

This method is most effective if the settlement fees can be created in advance.

All of these methods of resolving interstate conflicts involve a complaint to a "third party" that must resolve or object to their consent. The main regulatory condition imposed on the "third party" is the requirement of impartiality. However, the main features of all calculation procedures are those that are at all stages voluntarily.

A "third party" is not required to mediate a settlement, and opposing states are not required to accept such intervention or the establishment of a commission. In all these cases, the key principles are the principle of state sovereignty and non-interference in the internal affairs of other countries.

Therefore, the efficiency traditional methods dispute resolution is very limited.

institutional procedures.

The emergence and development of universal intergovernmental organizations (the League of Nations and then the UN) made progress in resolving interstate conflicts in two directions.

First, the member states of the League of Nations, and then the United Nations, are only obliged to use any use of force (except for the legal requirements of protection) peaceful means of settlement.

According to the UN Charter, in the first place, counterparties must use one of the traditional procedures or conflict resolution mechanisms established for this purpose in accordance with regional agreements, if any. And only if this initiative fails, the parties should return to the Security Council.

The Security Council (which may be summoned directly under Article 35 of the Charter) has the power to recommend any form of settlement it deems most appropriate to the case (Art.

36). This is what the Security Council did when it was convened at the request of the Cuban government, which filed a complaint against the United States.

Currently, traditional or classical procedures are used in the UN Security Council and the UN General Assembly.

Secondly, the use of institutional arrangements has allowed such arrangements collective character. Now the adversary is trying to dissolve the enemies of the "third country" as an intergovernmental organization that can draw the following conclusions: send a research team to offer its services, which will be called a mediator, or work on reconciliation itself.

So, for example, the Palestinian question from 1948 to 1949. the official mediator appointed by the General Assembly was rescued on the spot.

Thus, conventional or traditional conflict resolution procedures have not been abandoned. On the contrary, they received a new breath through the mechanisms of MPO.

However, it should be borne in mind that the decisive measure of progress in resolving interstate conflicts remains required character a settlement reached by general terms.

Features of "conflicts of a new generation". Reasons, participants, content

The end of the Cold War, the disintegration of the socialist camp and the collapse of the Soviet Union have raised questions that reflect the emergence of a mass environment at the forefront, reflecting the transient nature of the modern international order,

First, on the eve of the XXI century.

have changed causes and sources of conflicts. The latter increasingly appear on an ethnic and religious basis. Economic and financial tensions are increasingly emerging, and the competition for markets and resources is getting worse.

In the future, there will be a lack of resources, which will become one of the main problems. The struggle for access to resources at the local, regional level can become one of the most common causes of confrontation, armed conflicts and wars.

New conflicts are closely related to the decrease in the influence and effectiveness of state power with erosion. The sources of conflict are also instability, backwardness and poverty, which contribute to the growth of religious integration, especially Islamic fundamentalism. Among the deep-rooted causes of new generation conflicts are socio-economic and socio-demographic changes: differences in income between different countries and different regions within the same country; rapid growth of urbanization; the permanent collapse of the world's least developed countries.

Second, they change participants in the conflict.

Disputes between countries, including military ones, do not disappear, but the likelihood of major interstate wars, such as two worlds, is less likely. This does not mean that the state ceases to be a participant in the dispute, but its adversary, or in other words, the other party to the dispute, will increasingly act as non-state actors - religious group extremists, criminal groups and terrorist groups, etc.

Third, they change nature and content of conflicts.

Conflicts between people and ways to resolve them

They are becoming less interstate and more and more internal. In other words, they occur mainly within the internal borders of countries. In addition, conflicts are becoming more and more prolonged, it is more and more difficult to determine the essence of their beginning and final salvation.

Uncertainty extends to the outcome of conflicts: unlike conventional interstate wars, it becomes more difficult to determine who won and who lost it, do not have clear time limits.

Fourth, given the differences in new generation conflicts and crises from those that characterize the Cold War period, we cannot take into account changes in the activities of international organizations.

First, it refers to such a universal organization as the UN. Fair criticism against this cannot be ignored due to the fact that compared to the Cold War in the 1990s there is a certain revitalization and weakening of its activities, the growth of peacekeeping operations and more active participation in crises and conflicts.

12.5. Next generation conflict resolution mechanisms

Changes concern not only the causes, participants and nature of conflicts in the modern world.

The mechanisms for their settlement are also changing. The structure of these mechanisms becomes more complex and their hierarchy changes.

For example, with the reduction of national roles, efficiency decreases diplomatic methods conflict resolution. Among the reasons contemporary conflicts and in the structure of methods for their solution, on the contrary, economic mechanisms and financial resources. The example of the fight against international structures associated with drugs and the mafia can be confirmed both by the strength of cooperation and limited economic leverage.

Their restrictions also confirm the fact that even the richest state cannot pay for conflicts based on religion or ethnicity. On the other hand, interstate contradictions and asymmetric conflicts require huge means of prevention, coordination and control.

An increasingly important role in dispute resolution mechanisms humanitarian operations.

At the same time, there is no clear clarity regarding the content of this term. Including the protection of human rights and freedoms, the dignity of the individual, the concept of "humanitarian operations" often acts as a motive for resolving conflicts and as a means of political pressure.

Role information element. Not only as dispute resolution mechanisms, but also their deterioration.

legal the elemental metamorphosis is quite complex: over the past few years it has been a reduction, the role of the United Nations and the Security Council, as well as the disregard for international law in the new doctrine and actions of the Alliance and the lag behind international law making decisions on the world stage, etc.

Subject to all reservations and limitations expressed in this regard, the application army elements of prevention, resolution and control of conflicts by the international community (UN).

A special role, as evidenced by the political practice of recent years, peacekeeping operations.

These include:

1. Actually peace (or peaceful)- diplomatic efforts in connection with the organization of mediation and / or negotiations between the parties to the dispute, which are aimed at reaching a peaceful agreement.

second winter- performed unprotected activities with consent parties to reach agreements.

the third Forced Peace— hostilities or threats to use force to coerce or restrain soldiers.

fourth

Building the world- carried out after the end of hostilities and aimed at restoring the economy and political stability in conflict regions.