To get to the source, you have to swim against the current.

STANISLAV EZHI LETS

Questions to study the topic:

1 What are the main changes in activities caused by the emergence of a conflict?

2 What new processes appear in conflict activities in comparison with pre-conflict activities and what is their practical purpose?

In order to describe the conflict as a process, it is necessary to answer the question: what changes in the activities of people when it acquires a conflict character, and how these changes proceed.

From the moment when an action encounters an obstacle and its implementation becomes impossible without overcoming this obstacle, from that moment, which is commonly called a collision, the action loses its autonomy, becomes dependent on another action, which actually constitutes the obstacle. This circumstance sets new procedural characteristics of activity. It becomes more complex in structure, since simultaneously with the inertia of the directionality preceding the collision, a transformation associated with interference and the appearance of dependence begins to operate.

I teach a lesson, explain new material... Now I am in a monologue and try to present the text in detail and at the same time in such a way that it contains<вызовы>7 graders, who, in my opinion, are still listening to me quite attentively. I see that something happened between B and A, sitting at the third desk in the first row. I understand that now this small local incident will become the property of the entire class. I catch myself on the fact that I pronounce the text somehow automatically, I have almost no control over what I say. I’ll have to leave the explanation and get on with the settlement of their relationship. I feel annoyed and annoyed with the guys and at the same time dashingly delightedly figure out how to manage to "include" what is happening in the content of my message.

So, there is a transition from a pre-conflict organization of action to a conflict, that is, conditioned by the

a hindrance. Such reorganization presupposes another process - the objectification of new conditions and the actual obstacles to overcome it.

It is important for me to understand what happened at the third desk in the first row. This is important because otherwise it is unlikely that it will be possible to effectively restore the wonderful environment of mutual attention that has now been disrupted.

This means that along with the suspension of pre-conflict activities, new activity on the design of a new subject of transformation.

This circumstance is extremely important in the analysis of conflicts, since the separation of a pre-conflict orientation of activity and a new one that has emerged implies the attraction of other resources that are also new for a given situation. And this, in turn, means that it is possible to fix another procedural characteristic of the conflict - the attraction of new resources. This process can be an inventory of already available resources and a choice among them (this can also include stereotypical reactive behavior), or a transition to the development, creation of a truly new resource, one that has not been previously experienced. In this case, we can, under certain conditions, talk about development.

If we follow in line with reflections on the development of B.D. Elkonin, then the construction of a new means that transforms the situation, and the discovery for oneself of this very ability - to “construct an action” is the condition under which a creative act takes place in a conflict, in its resolution and means development.

Thus, the conflict, or in this case, more precisely - conflict represents some procedural complex, formed from processes: reorganization of activities due to new circumstances; registration of new objects of activity for their transformation; mobilizing resources to master the situation.

Note. In this case, we offer procedural description conflict regardless of the qualitative characteristics of the activity, i.e. regardless of whether the conflict unfolds productively or functionally destructively. Such processes are attributable to any conflict. It is important to note, however, that completely different types of resources can be mobilized. The choice of the type of resource directly depends on what and how is formalized as a new

th subject of transformation. This can be the behavior of another person, your own behavior or attitude, some objective circumstances, etc.

Sources:

1. Elkonin B.D. An introduction to developmental psychology. - M .: Trivola, 1994.

CONFLICT SITUATION,

ITS ORIGIN AND DYNAMICS

People generally have a belated reaction - understanding usually comes only to the next generations.

STANISLAV EZHI LETS

Questions to study the topic:

1 What is the meaning of the so often used concept of "situation"?

2 What are the causes and consequences of the asymmetry of conflict situations?

3 What is included in the description of the dynamic characteristics of a conflict situation?

Start a conversation about conflict situation we want to define the situation itself and only then add to it a characteristic - conflict.

In everyday consciousness and in the corresponding language, a situation is most often understood as any circumstance, but we propose to adhere to the idea of ​​a situation introduced by Hegel.

<Сами по себе взятые, такие обстоятельства не представляют ин тереса и получают значение лишь в их связи с человеком, посред ством самосознания которого содержание этих духовных сих де ятельно переводится в явление. Лишь под этим углом зрения еле дует рассматривать внешние обстоятельства, так как их значение зависит лишь от того, что они представляют собой для духа, ка ким способом они осваиваются индивидами и служат для осуще ствления внутренних духовных потребностей, целей, умонастро ений и вообще определенного характера индивидуальных воп лощений. В этом своем качестве определенные обстоятельства и состояния образуют situation, which constitutes a more special prerequisite for true self-manifestation and activity of all that is still undeveloped in the general state of the world.

In general, the situation is a state that has acquired private character and it became certain. "

So, according to Hegel, the function of a situation is to give reality a subjectively significant certainty and a particular character. This means that there are no objective situations. Every time we are dealing with someone's situation or, more precisely, with a subjective description of reality.

Now you can ask: at what moments and why does the need to describe reality arise, i.e. the representation of this reality in its particular determination to oneself or to other people? Apparently, such a need appears when difficulties and obstacles arise. Hence the very concept of a situation contains an indication of a difficulty.

This is a description of the circumstances that allows you to "see" the difficulty in its definiteness and detailed form.

In order to describe a situation, it is necessary, first of all, to single out its core, i.e. the very difficulty that appeared in the activity and now requires registration for its resolution. Further, it is necessary to determine the other circumstances associated with this difficulty and set the boundary of the situation. In other words, to establish what is connected with the difficulty that has arisen and should be taken into account when resolving it, and what is not connected and should not distract attention. In fact, this is the function of the situation.

The conflict character gives the situation such a difficulty, which is interpreted by the subject of the situation as a clash of activities in the internal or external plan. A situation itself acquires the status of a conflict situation if its nucleus forms a difficulty associated with a collision. Moreover, for the formation of a conflict situation, some objective circumstances are not at all important, such a subjective interpretation is sufficient.

This means that in interpersonal relations, it is possible that for one of the participants the situation is presented as a conflict, for the other it is not. This kind of "asymmetry" is quite common. In a grotesque form, a sample of this kind of situation is described by I. Krylov in the fable "The Elephant and the Pug": "Look, you wheeze, and he goes to himself

Forward And does not notice your barking at all.

This example clearly shows that such an interpretation is possible in which for one of the parties there is a reality of interaction and in this reality there are difficulties associated with the actions of the other side; for the other side

Now such reality (interaction) either does not exist at all, or it does not contain any difficulties. This means that one of the parties, assigning his situation, the status of a conflict, will begin to act on its resolution. Such actions may well cause a new situation, which is already interpreted by the other side as a conflict.

It is clear that in this case the parties will have situations that are very different in content, that are of a conflict nature and that outwardly look like a general conflict situation.

Therefore, to describe a conflict situation and its subsequent analysis and re-registration into a task, it is necessary to present other elements as well. These include:

1. Ideas about the material of the conflict, i.e. what requires transformation: status, conditions of activity, methods of action, self-esteem, etc.

2. Ideas about the bases of the collision, i.e. what caused (s) the collision.

3. External conditions, collision context.

4. Methods and direction of conflict actions.

5. The nature and dynamics of conflict actions.

6. Characteristics of the participants and parties to the conflict, their interests, goals and values.

Time characteristics are important when describing a situation for subsequent analysis.

A conflict situation can be interpreted:

As an already existing reality, as an event unfolding simultaneously with its perception and description;

As a past event;

Like an upcoming event.

In the first case, the difficulty of description lies in the fact that in the "live" action there is a very high degree of uncertainty and not all parameters of the situation can be described in sufficient detail and qualitatively.

In the second, the completeness of the situation makes it possible to include in the description not only objectified parameters, such a kind of factual matter, but also the results and consequences of already overturned

of the event. In this case, it is important to take into account that completeness can be apparent, and each time raise the question of the possibility of latent (implicit) continuation of the event.

In the third, the conflict situation is described as possible, proceeding from the so-called conflict-prone situations, i.e. a situation containing the prerequisites for a future conflict. Most of all, such prerequisites are stereotyped attitudes. Role stereotypes play a special role here. For example, anticipating a teacher's aggressive sanctioning response to inattention in class or to homework that has not been completed provokes defensive, proactive behavior, which in turn is perceived by the teacher as aggressive. The presence of a conflict-generating situation does not imply its unambiguous development into a conflict situation. If the sequence of events is exactly this, then it should be borne in mind when analyzing a conflict situation that the functional characteristics and intensity of a conflict situation are also not unambiguously predetermined by the characteristics of a conflict situation. The actual purpose of analytical work in this case is to manage the dynamics of the development of the conflict, taking into account the prerequisites and stereotypes, as well as focusing on the productive characteristics of the conflict.

The appearance in 8 "B" of a new physics teacher, a rather young and emphatically cheerful (as the students later said: "specially funny") person, aroused lively curiosity and a number of test actions. They tried to replace the lesson with a lengthy acquaintance procedure. Most of the questions were about the criteria for the assessment. They tried to understand: "strict - not strict?" They found out whether they would "knock" on to parents and bosses. During recess, it turned out that the new teacher did not believe in the success of girls in physics. This means, - decided the girl's part of the class - you will not get fair assessments.

After the control for a quarter, the Senate of the gymnasium received an appeal on unfair assessment. During a preliminary discussion with the applicants of the grounds for their claim, it was found that many factors in the teacher's behavior are interpreted as “a dismissive, mocking, picky attitude towards girls”. The teacher did not notice the tension in the relationship at all. A comment. It presents both asymmetry (one-sided interpretation) and conflict potential, which together created certain conditions for a conflict situation, “open” for building according to a constructive or destructive scenario.

In most modern textbooks on conflictology, it is customary to consider a conflict situation such a set of circumstances that contains the prerequisites for the conflict, i.e. it is proposed to distinguish between a conflict situation and a conflict as independent stages of the general process (see, for example,).

Of course, conflict, as a process with discrete characteristics, presupposes a beginning and an end. In this case, the beginning of the conflict, by definition, should be considered the moment of reorganization of actions and their acquisition of a conflict nature. This is what FM Borodkin and TM Koryak called the "incident". From this moment on, the colliding actions form a kind of unity, a community of interdependence. Therefore, any situation that fixes a conflict reality in any time frame from its beginning is a conflict situation (a specific conflict situation). In contrast to it, in a conflict situation, it is not the reality of the established unity that is presented, but only its basis as an opportunity. The further development of events in this case depends on the analysis and assessment of the parameters of the situation and the decision on whether there will be a conflict or not, and if so, what kind.

It should be noted that its dynamics often strongly depend on the starting characteristics of a conflict. Whether the conflict action (activity) will unfold in the direction of thoroughly clarifying and formalizing the contradiction presented in the conflict or will it be aimed at suppressing the resources of the other side; what the intensity of interaction will be, and whether there will be an escalation of tension - all these perspectives are closely related to the so-called "Prima acta" - the first conflict action. (For the definition of the characteristics of Prima acta, see the 3rd part of this manual.)

From the moment the interaction receives the status of the conflict, a certain stadiality in its dynamics can be distinguished:

1. The choice of a strategy that structures the course of interaction in a conflict situation.

2. The choice of methods of action within the framework of the overall strategy.

The duration of the conflict is determined primarily by the availability of the resources of its participants to formalize and resolve the contradiction presented in the conflict. In addition, from the point of view of L. Coser, there are a number of interrelated changes -

They also significantly determine the duration of the conflict. These are indicators such as clarity of goals, the degree of agreement about the meaning of victory or defeat, the ability to understand what the victory is worth. Other variables are associated with these factors, in particular, the emotions caused by the conflict, the degree of realism of the conflict, the degree of polarization, the degree of possession of power [L. Koser, 2000].

The moment of the end of the conflict can be considered the emergence of an autonomous organization of the actions that were in the collision. Such a kind of "decoupling". At the same time, it is important to take into account that the external termination of conflict interaction does not necessarily mean the end of the conflict and the end of the conflict situation. The conflict can go into the internal plan of the participant or participants, change the specific form of the organization, change the material, etc., and then unfold and continue in a different place and at a different time. Moreover, by its main characteristics, we recognize the same conflict.

Examples of this kind terminations, but no permissions there are numerous trade-offs, the achievement of which can be a productive tactic in regulating educational relations.

The tension arose at the moment when the question arose about the readiness of creative work for pre-defense. Elena Grigorievna was indignant and embarrassed at the same time.

Volodya, how long could I remind you? But this is your own initiative: to take a theme for your creative work. After all, you yourself included it in your curriculum. Now, if the work is not submitted on time, you will not be certified for 9th grade. Sorry, but I have to ask my parents for help.

What do the parents have to do with it? They won't write a job for me.

Well, if you yourself are not able to organize your activities, maybe your father or mother will help you.

Parents will not help, it will only get worse. Can I reschedule my work?

You and I have already discussed this topic, and once the deadline has already been postponed. Where is the result?

Why are you so worried, this is the job I will not do, the same I am threatened with non-certification?

No, this is not only your problem, I will also have to answer for unfulfilled obligations. After all, this is your creative work under my scientific guidance. And besides, I have responsibilities as a class teacher.

Well, that is, are you worried about yourself?

62_________________________________B. I. KHASAN, P. A. SERGOMANOV

And for myself in some way.

Well, what kind of creative work is this if you press me all the time. Creativity - you said yourself - is a free activity.

Wow! This is where your creativity is expressed! Everything. Enough bickering. I'm expecting my parents tomorrow.

What if I get the job done by Tuesday?

This is more than doubtful.

OK then. But this is definitely the last time.

Such cases mean (and this is the most reliable sign) that in this conflict the contradiction was not sufficiently represented to resolve it, or the parties do not have sufficient and appropriate resources.

So, we will distinguish: the termination of the conflict interaction and the resolution of the conflict as the resolution of the contradiction presented in it.

Sources:

1. Hegel G. Aesthetics. - M .: Art, 1968.Vol. 1.

2. Dmitriev A.V. Conflictology. - M., 2000.

3. Borodkin F.M., Koryak N.M. Attention: conflict! - Novosibirsk: Science, 1989.

PARTICIPANTS IN THE CONFLICT

Cool relationships between people arise from mutual friction. What do you say to that, physics?

STANISLAV EZHI LETS

Questions to study the topic:

1. Is the question of "who" really not the primary question in conflict analysis? Why?

2. What is the significance of distinguishing the "statuses" of the participants?

3. What is the nature of the participants' illusions and how do they affect the experience of the conflict?

4. Aren't the concepts "conflict" and "crisis" synonymous?

5. What is the significance of the type of conflict experience for the resolution?

At first glance, the question of who are the parties to the conflict may seem quite obvious, however, as practice shows, it needs special clarification.

Unfortunately, the usual practice of discussing the conflict goes along the path of clarifying, first of all, the question: "Who is the opposing, obstructing party?" This beginning of the analysis, as well as the aggressive beginning of the conflict, hardly contributes to obtaining high-quality results, since it contains a hidden question of "who is to blame" or "who started first." But, while not being a starting point in the analysis of conflicts, the characteristics of the participants are the most important link in the description of the conflict, since the actual resolution of the conflict depends on the participants, their resources, and their will. They are the main factor in the qualitative characteristics of interaction.

First of all, one should distinguish between the use of concepts such as parties and the participants conflict. It is clear that by no means all who are somehow involved in the conflict are its direct and direct participants. In the complex structure of conflict interaction, one can distinguish its true subjects - positioners in the conflict and their agents and figures, one way or another representing the resources of the parties. During a literature lesson in the 10th grade, the teacher, commenting on the student's unsuccessful, from her point of view, answer, sarcastically

noticed that she, apparently, spends significantly more time on makeup classes than on training sessions. Completely unexpected for the teacher, the student burst into tears and ran out of the class.

After the break, in the second lesson, the class answered all the teacher's questions with silence. It became clear that this was a concerted collective response to an ethical error.

An attempt to sort things out, admitting this mistake, did not lead to anything. The energy of protest was too great and required special actions to regulate relations. Appealing to the help of mediators and their work with the parties to the conflict made it possible to find out that the teacher's “attack” coincided in time with another offensive and experienced situation and served as a reason for emotional release. On the other hand, the majority of those who joined the protest action either reacted ironically to the incident, or generally agreed with the teacher's remark, but could not behave differently than the corporate norm demanded. Only a few people - the initiators of the action were greatly alarmed by such a harsh reaction of the girl to the remark. And only one girl from the initiative group considered the incident almost as a personal insult from the teacher.

Direct participants in the conflict- those whose interests and goals turned out to be unattainable in their unchanged form as a result of the current conflict situation, whose position directly determines the dynamics and nature of conflict interaction. Only direct participants, in fact, are the subjects of conflict resolution. All others, in one way or another, can only facilitate or hinder the resolution.

In the above example, direct participants can hypothetically be called a teacher and several people initiating a protest action, hypothetically because only a careful analysis of the interests and goals, as well as the characteristics of the pre-conflict activities they define, will make it possible to understand whose positions in this conflict are leading, whose contradictions incarnated (drawn into) this conflict form. At the same time, such situations are possible when direct participants do not act directly in a certain conflict situation.

Direct participants in the conflict- those who by their direct actions are involved in conflict interaction. Literally, these are performers, kind of actors or agents, acting according to a certain scenario, often not fully realizing their role, the actual nature of what is happening and the consequences. Of course, the "actor" can

It can show some independence in tactical moments, but only when both direct and direct participants coincide in one person, we see on the scene of the conflict a real character - the subject.

Such agents-actors turned out to be the U-graders involved in the conflict, who, with their concerted actions, supported the initiative group, simply following the corporate norm. But it was the behavior of the class as a whole that caused such a phenomenon as side of the conflict ..

It is interesting to note that the acceptance of one side or another in a conflict is often not at all connected with the attitude towards the contradiction being resolved in it or other meaningful and even formal characteristics of the interaction. This position may be due to previous relationships and is implemented a priori. So, friends stand up for each other, adolescents stand in solidarity against adults, etc.

At the same time, the appearance on the side of one of the main actors of additional figures, even when they do not directly participate in conflict actions, can be considered as an additional resource of the participant, which is taken into account when making decisions. There was an interesting episode in the story of the 10th grade.

Of course, this event was the subject of discussion in the teaching staff, and some teachers, who are very authoritative in the children's environment, unambiguously took the side of the teacher. They simply expressed their opinions out loud in the presence of a fairly large group of teachers. After that, some of the protesters refused to support the initiative group in the analysis of the conflict in the Senate.

Thus, the circle of persons involved in the conflict either as actively acting or as a part of it can be quite large. Determining the places of all these figures, it is advisable to investigate the degree of their influence on the origins of the conflict situation, the nature of its development and outcome-resolution. Therefore, when analyzing a conflict, it is important to take into account their interests and goals regarding the current situation and its prospects.

In modern literature on conflict management, sometimes they resort to a more detailed description of the characteristics of the so-called episodic participants. These include: organizers, instigators, accomplices. (See, for example).

We oppose in principle the use of terminology traditional for criminal law in our context, believing that in this way conflictophobic attitudes are implicitly provoked.

For a realistic description of the conflict and the participants acting in it, it is extremely important to clarify the true interests and goals of all persons associated with this conflict. The compliance of the interests, goals, strategies and tactics of the conflicting activities of the parties involved is a key condition for the resolution of the conflict. At the same time, along with the direct and indirect participants, acting for certain reasons as parties to the conflict interaction, one should also note such figures who are involved in resolving the conflict due to professional duties or for other reasons not directly related to the content of the conflict being resolved. Such figures can be consultants, arbitrators, mediators.

We will consider in more detail the characteristics of the activities of such participants later, but their common positional peculiarity is that the conflict acts for them as a whole as an object of transformation, i.e. their interests lie, as it were, outside of the conflict to the resolution of which they are involved.

Speaking about the interests of the participants, one should distinguish between interests that were “violated” as a result of some kind of obstacle, which actually formed a conflict situation, and interests that have arisen within the framework of the unfolding conflict.

The first constitute the actual material of the conflict and act as a goal-forming factor in formulating options for a desired outcome or resolution. It may literally look like a restoration of disturbed interests. However, such a simple option is extremely rare, since it is not so often that the interests of the parties and participants are sufficiently formalized to represent them. It is this circumstance that becomes the leading one in the formation of a conflict situation, namely, the design and representation of interests.

Depending on the clarity of interests, goals in conflict interaction are formulated.

The greatest difficulty is the formation of interests in an intrapersonal conflict, where the parties are peculiar substations of the personality that occupy internally contradictory positions.

An interesting discussion took place in a group of 7th grade boys who were solving a puzzle on quick wit. According to the terms of the experiment, in which the seventh-graders agreed to take part, they could solve the problem in the process of joint group work for a certain time, and then use the hint, but the number of points relying on an independent group solution was significantly reduced. After a certain time, the experimenter asked the participants in the experiment if they would use the hint. Some of the members of the experimental group said not very confidently that they were not against. But the rest categorically rejected the idea of ​​accepting a hint and insisted on the possibility of an independent decision.

After the experiment ended, these guys were asked if they were tempted to use the hint? And the majority answered that there was such a temptation and it was hard for them to reject help, but the fact that other members of the group asked for help "helped" them to resist the temptation. Answering the question why it turned out to be important for them, the guys said that it was not so much the number of points for an independent decision, but the feeling of self-satisfaction from the fact that they managed to solve the problem on their own.

1.1 History of the term

Conflict as a social phenomenon was first formulated in the work of Adam Smith "Research on the nature and causes of the wealth of nations" (1776). It suggested that the conflict is based on the division of society into classes and economic rivalry. This division is the driving force behind the development of society, performing useful functions.

The problem of social conflict was also substantiated in the works of K. Marx, F. Engels, V.I. Lenin. This fact served as the basis for Western scholars to classify the Marxist concept as a "conflict theories". It should be noted that in Marxism the problem of the conflict received a simplified interpretation. In essence, it boiled down to a clash between antagonistic classes.

The problem of the conflict received its theoretical substantiation in the late 19th - early 20th centuries. The English sociologist Herbert Spencer (1820-1903), considering social conflict from the standpoint of social Darwinism, considered it an inevitable phenomenon in the history of society and a stimulus for social development. The same position was held by the German sociologist (the founder of understanding sociology and the theory of social action) Max Weber (1864-1920). His compatriot Georg Simmel (1858-1918) first coined the term “sociology of conflict”. On the basis of his theory of "social conflicts" later, the so-called "formal school" emerged, whose representatives attach importance to contradictions and conflicts as stimulators of progress.

In Europe in the 1960s, interest in the conflict also revived. In 1965, the German sociologist Ralf Dahrendorf published his work "Class Structure and Class Conflict", and two years later an essay entitled "Beyond Utopia." His concept of a "conflict model of society" is built on an anti-utopian, real vision of the world - a world of power, conflict and dynamics.

“All social life is a conflict because it is changeable. There is no constancy in human societies, because there is nothing stable in them. Therefore, it is precisely in the conflict that the creative core of all communities and the possibility of freedom, as well as the challenge to rational mastery and control over social problems, are found ”.

In our country, the study of conflicts was carried out in Soviet times, mainly in the mainstream of the Marxist theory of class struggle. The official ideology of vulgarized Marxism that prevailed in the Soviet Union argued that under socialism only non-antagonistic contradictions can exist, and there are no conditions for the emergence of social conflicts. Therefore, the problem of conflicts was considered mainly in terms of criticism of the vices of capitalism. From the mid-1920s to the end of the 1940s. no work was carried out to study the conflict. Since the 1950s. gradually began to appear in print more and more publications concerning certain private types of conflicts - in works of art, in international relations, in the pedagogical process, in sports, in official and family relations. But the general theory of conflict remained a forbidden area and was mentioned only for the purpose of "exposing the false ideas" of bourgeois scientists and philosophers.

The collapse of Marxist ideology and the liberation of public thought from party control led to a rapid rise in conflictological research in the 1990s. Over 70 years (from 1924 to 1994), more than 2,200 works devoted to the study of conflicts have been published in Russian, most of which have been published in the last four years. This rise continues to this day.

Analysis and assimilation of foreign experience is underway, original theoretical and methodological developments of social, psychological, and legal aspects of the conflict appear.

In the mid-1990s. A. Zdravomyslov's monograph "The Sociology of Conflict" is published, summarizing the results of foreign and domestic research and providing an analysis of conflicts in modern Russian society on this theoretical basis. The first Russian textbooks on conflict management are published. 1990s the practice of mediation has also entered our country.

An important role in this was played by the Russian-American Program on Conflict Resolution, within the framework of which the training of conflict resolution mediators was organized. On this basis, the first Russian Conflict Resolution Center was opened in St. Petersburg in 1993, and in 1997 the Conflict Resolution Club was created, which brought together professional conflict resolution mediators (about the practical experience of Russian conflict resolution mediators).

1.2 Definition of the conflict, its essence

The concept of "conflict" is characterized by an exceptional breadth of content and is used in a variety of meanings. The most common definition of a conflict (from the Latin conflictus - collision) is a clash of conflicting or incompatible forces. A more complete definition is a contradiction that arises between people, collectives in the process of their joint labor activity due to a misunderstanding or opposition of interests, the lack of agreement between two or more parties. Psychologists consider conflict as a natural condition for human interaction, which is based on contradictions or significant differences between the interests and values ​​of the subjects. By conflict, they mean a lack of agreement, a difference of opinion, a clash of different views and desires, opposing trends, needs, interests, motives and styles of behavior under the given circumstances 1.

Sociologists are more inclined to characterize conflict as an extreme aggravation of contradictions, clash and confrontation caused by the opposite, incompatibility of interests and positions of individuals, social groups, strata, classes, nations, states. Lawyers usually interpret a conflict as a confrontation between the subjects (carriers) of contradictions, the opposition of parties pursuing conflicting or mutually exclusive goals.

Specialists in the field of management most often define conflict as a universal way of interaction of complex systems, overcoming contradictions and limitations in any area where contacts are made between individuals and their communities. At the same time, foreign scientists and management specialists use a positive-functional interpretation of the essence of the conflict as a struggle for values ​​and certain claims to social status, power, material and spiritual benefits. The participants in this struggle seek to weaken, neutralize, or even destroy the opponent. In accordance with this understanding, some experts represent the conflict as a lack of agreement between two or more parties, which can be specific individuals or groups. At the same time, each side does everything to ensure that its point of view or goal is accepted, and prevents the other side from doing the same.

In domestic textbooks on management, a conflict is presented as a clash of opposing views, positions, interests, goals of two or more people. This understanding of the conflict can be found in publications on personnel management. For example, in the manual on personnel work by V.R. Vesnina "Practical personnel management" conflict is defined as "a clash of oppositely directed trends in the psyche of an individual, in the relationship between people and their formal and informal associations, due to the difference in views, positions and interests" 2.

Summarizing all of the above about the concept of "conflict", we can give the following definition: a conflict is a normal manifestation of social ties and relationships between people, a way of interaction when incompatible views, positions and interests collide, a confrontation between two or more interrelated but pursuing their goals 3.

Conflict is one of the most common forms of organizational interaction and other relationships between people. It is estimated that conflicts and worries of staff take up about 15% of their working time. Leaders spend even more time resolving and managing conflicts — in some organizations, up to half of their time. Organizational conflict can take many forms. Whatever the nature of organizational conflict, managers must analyze it, understand it, and be able to manage it. Some firms even include the position of employee relations manager (conflictologist) in the staffing table. When the conflict in the organization is unmanageable, it can lead to confrontation (when the structural divisions of the organization or members of the micro- or macrocollective cease to cooperate and communicate with each other). Ultimately, such a situation of separation will lead to the degradation of the team and the organization as a whole.

Most associate conflict with aggression, disputes, hostility, war, etc. As a result, there is a perception that a conflict should be avoided whenever possible or immediately resolved as soon as it arises. However, it should be borne in mind that conflict, along with problems, can be beneficial to the organization. As a result, managers often deliberately stimulate conflict in order to revitalize an organization that is "rotting." It is believed that if there are no conflicts in the organization, the work collective, then something is wrong there. There are no conflict-free organizations in life.

It is important that the conflict is not destructive. If people avoid confrontation, then the organization is not healthy. Therefore, the task of the manager is to design a constructive, resolvable conflict, hence conflicts are normal. It is considered healthy for an organization to have a conflict. And to capitalize on conflict requires an open, non-hostile, supportive environment. If such "ingredients" exist, then the organization becomes better from conflicts, since a variety of points of view provides additional information, helps to identify more alternatives or problems.

However, one should not discount the fact that individual conflicts are destructive. For organizations in crisis, it is the devastating consequences of conflict that are particularly undesirable. The manager should take into account that people who are different in their professional training, life experience, individual character traits, temperament, etc. participate in joint activities. These differences inevitably leave their imprint on assessments and opinions on issues that are significant for the individual and the organization, give rise to confrontation, which, as a rule, is accompanied by emotional excitement and often develops into a conflict. In some cases, the clash of assessments and opinions go so far that the interests of the business recede into the background, all the thoughts of the conflicting ones are directed towards the struggle, which becomes an end in itself, which ultimately negatively affects the development of the organization.

1.3 Classification of conflicts

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

1. Intrapersonal conflict. A typical form of such a conflict is a role conflict, when conflicting requirements and goals are presented to one person to perform his work. Such requirements for a subordinate can come from the boss, and also arise as a result of a violation of the principle of one-man management.

The reason for the intrapersonal conflict can also be the lack of consistency between production requirements and personal needs and values. Such a conflict may be the result of work overload or, conversely, its small volume. It is also associated with low job satisfaction, low organization and self-confidence, and stress. Stress is characterized by excessive psychological and physiological stress of a person. Excessive stress can be highly destructive for the individual and therefore for the organization.

2. Interpersonal conflict. This is perhaps the most common type of conflict. Most often, this type of conflict is a struggle of managers for limited human or financial resources, for the time of using equipment or approving a project. The purpose of this struggle is to motivate the higher authorities to make a decision that is beneficial for a particular subject. In addition, the reasons for interpersonal conflicts can be the opposition of the leader to the team, his inability and unwillingness to get close to informal leaders; lack of clarity and concreteness in the distribution of areas of activity, rights, duties, responsibilities between subordinates and the level of remuneration. This conflict can also grow out of the inconsistency of the views, goals, values ​​of the colliding individuals.

3. Conflict between the individual and the group. It arises when the expectations of a group of people do not coincide with the expectations of an individual, who refuses to comply with generally accepted and established by the group norms of behavior, depriving of the opportunity to be included in it and, accordingly, to satisfy their social needs. A conflict between an individual and a group can also arise as a result of the fact that the position taken by an individual does not coincide with the position of the group. A person who goes against the opinion of the group - no matter how close he takes the interests of his organization - becomes a source of conflict. They can also be a leader who is forced to provide the necessary performance and follow the goals of the organization. If the disciplinary measures taken by his subordinates consider unreasonable or undesirable, the group can respond to his actions by changing the attitude towards him and a possible decrease in labor productivity.

4. Intergroup conflict. An example of such a conflict is the conflict between formal and informal groups, when informal organizations, believing that the leader treats them unfairly, can rally against him and reduce labor productivity. Another example of intergroup conflict is the conflict between the management and the trade union. The difference in goals can give rise to conflict between functional groups within the organization, whose autonomous actions bring mutual damage. An example is the conflict between a customer-focused sales department and a production department that cares about cost-effectiveness. Another example is when one division is trying to increase profits by selling products to external consumers that could be sold to other divisions of the organization at a lower price and satisfy their needs 6.

The following types of organizational conflicts can be distinguished (usually, several of them are present at the same time):

Vertical - conflict between levels of management (conflicts between subordinate and higher entities). Problems related to goals (fuzzy or constantly changing), power, communication disruptions, company culture, etc.

Horizontal - a conflict between parts of the organization equal in status. Usually associated with having different goals.

Linear-functional - the conflict between line managers and specialists

Role - conflicts associated with the performance of the assigned role by the individual.

Depending on the number of reasons, the following are distinguished: one-factor conflicts based on one reason; multifactorial, arising for two or more reasons; cumulative conflicts, when several reasons are superimposed on one another, which leads to a sharp increase in the intensity of the conflict.

According to the spheres of manifestation, they are distinguished: canalized conflicts, implying the limited scope of rivalry and the activity of the participants; escalating conflicts characterized by an unlimited and expanding spectrum of conflict interaction.

Within the framework of classifications based on time parameters, conflicts are divided into single, periodic and frequent, transient and long-term, protracted.

Depending on the forms of manifestation, open conflicts with clearly expressed aggressive actions are distinguished, and hidden conflicts characterized by the absence of such actions and indirect, camouflaged confrontation.

In classifications built on the basis of such a criterion as attitude to the goals of the organization, conflicts are divided as follows: conflicts with a predominantly positive orientation (arise when the goals of the participants in the conflicts coincide or are close to the goals of the organization); conflicts with a positive-negative orientation (characterized by the incompatibility of the goals of one of the parties with the goals of the organization, which the other party defends); conflicts with a negative orientation (differ in the incompatibility of the goals of both parties with the goals of the organization).

As noted earlier, depending on the consequences, conflicts can be divided into constructive (functional) and destructive (dysfunctional).

1.4 Business conflicts

Many conflicts are based on information that is acceptable to one side and unacceptable to the other. These may be incomplete and inaccurate facts, rumors that mislead communication partners; suspicions of deliberately concealing information or disclosing it; doubts about the reliability and value of information sources; controversial issues of legislation, doctrines, rules of procedure, etc.

In addition, each of the parties to the conflict has its own information model of the conflict situation. The features of these models are determined by the specifics of values, motives, goals. They, in turn, depend on a person's worldview, education, professionalism, culture, life experience.

In the process of communication, information transmitted by people to each other can be significantly distorted and lost. All this extremely complicates the problem of mutual understanding between people, especially in problem situations.

Structural factors - relatively stable circumstances that exist objectively, regardless of our desire, which are difficult or impossible to change. issues of property, social status, authority and accountability, various social norms and standards, traditions, security systems, rewards and punishments, geographic location (voluntary or forced isolation or openness, intensity of contacts), distribution of resources, goods, services, income. For example, a conflict between people over low wages is caused by a lack of financial resources.

Value factors- these are those social, group or personal systems of beliefs, beliefs and behavior (preferences, aspirations, prejudices, fears), ideological, cultural, religious, ethical, political, professional values ​​and needs.

Relationship factors associated with a sense of satisfaction from the interaction between the parties, or lack thereof. At the same time, it is important to take into account the basis of the relationship (voluntary or compulsory), their essence (independent, dependent, interdependent), the balance of power, significance for oneself and others, mutual expectations, the duration of the relationship, the compatibility of the parties in relation to values, behavior, personal and professional goals and personal compatibility, the contribution of the parties to the relationship (hopes, money, time, emotions, energy, reputation), differences in educational level, life and professional experience.

Behavioral factors - inappropriateness, rudeness, selfishness, unpredictability and other characteristics of behavior rejected by one of the parties. They inevitably lead to conflicts if interests are infringed upon, self-esteem is undermined, a threat to security (physical, financial, emotional or social) arises, if conditions are created that cause negative emotional states. In interpersonal relationships, the most typical behavioral factors that cause conflict situations are the striving for superiority, the manifestation of aggressiveness, and the manifestation of selfishness.

An analysis of conflict situations in the team that arise through the fault of a manager or a specialist shows that the overwhelming majority of them are exacerbated, developing into destructive forms due to miscalculations in business (professional) and interpersonal communication.

In the process of business communication between the manager and subordinates, different situations arise, including conflict situations. This is due to the fact that not all employees treat the manager in the same way; they carry out assignments and relevant tasks on time and with high quality. It is important for a leader, especially a beginner, to understand people, to know the methods, techniques and ways of influencing people. Moreover, the leader must be ready not only to confront non-executive, undisciplined and dishonest people, if they are in the team, but in each specific conflict situation, quickly find the right way to overcome it.

Conflicts in the relationship of subordinate employees often disturb the head of a company or department. In this situation, a showdown is inevitable, long hard-hitting conversations, accompanied by considerable emotional tension. And the time spent? And what about the violation of the usual work rhythm of life of a number of employees? And it is not yet known whether this conflict will heal the moral situation in the team or, conversely, will leave an unhealed wound of mutual dissatisfaction.

And the straitjacket must fit the size of the madness.

STANISLAV EZHI LETS

Questions to study the topic:

1. Why does the question about the structure of the conflict arise?

2. What elements are included in the structure and what is the meaning of their level of structure?

3. What, apart from phenomenal characteristics, are the differences between internal and external conflicts?

The peculiarity of the modern situation in the approaches to the conflict and its descriptions is the crisis of mono-subject attempts. It is becoming more and more obvious that no subject area, neither sociology, nor psychology, nor mathematics is able to “grasp” and describe this phenomenon in its own language in a sufficient way.

This crisis, apparently using the expression of L.S. Vygotsky, entered an open phase, as there were attempts to critically revise the general theory of conflict (see, for example, Khasan B.I., 1986; Druzhinin V.V. et al. ., 1989; Lefebvre V.A., 1991). An analysis of these attempts leads to the idea that the way out of the crisis of modern conflict management is associated with the need to develop and build an integral complete structure of the conflict, which includes three levels:

1.the base of the collision, i.e. that contradiction, the actualization of which presents us with conflict as a phenomenon;

2. the reality of the collision, which is interdetermined actions striving for autonomy through domination, adaptation, elimination, etc .;

3. meta conflict phenomena: the experience of attitudes towards the subject of contradiction and / or conflicting action, interpersonal relations of the participants, self-attitude of the subject of the conflicting action, expectations, etc.

Only reconstructions at all three levels of description can represent the full structure and dynamics of the conflict. This approach makes sense as a practice-oriented one, since

The purpose of a conflict is to remove the actualized contradiction through its resolution.

The problem, however, is that each of these levels has its own description languages, which are not yet integrated into a holistic model.

One more obstacle can be added to this circumstance - a rather stable negative attitude towards the conflict, the desire to distance oneself from it. As surprising as it may seem, but we still, as MJSmith rightly notes, “... just like animals, we resort to methods of conflict resolution that are universal for the living world: fight and flight. Like animals, we attack or run away from each other. Sometimes this does not happen by our will; sometimes we do it consciously, sometimes openly; but more often in disguised form. But we are, however, deprived of the fangs, sharp claws and the muscle strength that would allow us to be equally effective in solving problems from a position of physical strength. "

Apparently, the task of the conflictology that is now taking shape is to overcome the prevailing stereotypes, traditional fear and negativism in relation to the phenomenon of conflict, to build such description languages, using which it would be possible to develop and apply effective psychotechnics.

First of all, it is necessary to stipulate once again the fact that the conflict is considered here not in its ordinary understanding, that is, as an unambiguously destructive type of interaction or experience of internal mismatch.

To abandon the stereotypes of everyday ideas means, first of all, to abandon the substantive attitude to the conflict. Such an attitude creates the illusion that the conflict is, as it were, in itself, that one can get into it almost like into a pit. For ordinary consciousness, such an image is characteristic and very common. In this regard, the experience of "falling into conflict" is also widespread.

Conflict does not exist as a thing, independently of us. You cannot bump into him as with another person, you cannot bump into him like a wall. You can't get into it, like into the dark

room, etc. etc. Conflict is one of the necessary attributive sides-characteristics of any interaction, both external - with another person, other people (interaction), and internal - with oneself (introaction). At the same time, not every interaction can be qualified as conflict. It all depends on whether its implementation presents any difficulty.

If the interaction is implemented according to well-known schemes and with the automated attraction of the available resource, we do not fix its conflicting aspect. He simply does not need attention, since the conflict is resolved as if by itself. Likewise, we do not capture the operational aspect of any action. He acts as a condition for this action. This does not mean that he does not exist.

One of the authors had to observe a curious picture. Probably, in the experience of many people there are similar cases. ... In the store, the seller tries to explain to the foreign buyer the characteristics and the difference in the value of the goods. The changes that take place in interaction are interesting, when it is discovered that the buyer does not understand Russian well, and does not understand some of the phrases familiar to the seller at all. First, the seller acts by inertia for some time, then he slows down the rate of speech, supplements the explanations with enhanced gestures and starts speaking louder and louder ...

A comment. It is clear that any meeting is internally contradictory, since its participants have different positional and individual interests. And in order to bring these interests into agreement, the meeting must be specially organized. The use of a certain resource during a meeting - general trading rules (for this case) and a single language of interaction - makes the meeting relaxed due to the automated use of available adequate resources by all participants. In the given example, one of the participants did not have an agreed resource, which immediately led to tension and, accordingly, the discovery of the interaction as conflicting.

But was it not so in essence, and not in terms of intensity characteristics?

If any new forms are needed to implement the interaction and / or the existing resource does not meet the requirements of this interaction, we fix it as conflicting. It is simply presented to us by its difficult side that requires attention and special energy expenditures. In other words, the question of the emergence of the phenomenon of conflict is connected

it is concerned not only with the specifics of mutual actions, but also with their intensity. There is such a border in collision when the interaction becomes "visible" and requires special focus on itself. This visible part of intense interaction is commonly referred to as conflict.

The inappropriateness of identifying the conflict exclusively with aggravating characteristics of interaction was emphasized by L. Coser, who wrote back in 1956: “While the older generation was generally in agreement with Cooley that“ conflict in any form is the life of society and progress takes its beginning in a struggle in which an individual, class or institution seeks to realize its own idea of ​​good ", the modern generation of sociologists has replaced the analysis of the conflict with the study of" tensions "," friction "and psychological maladjustment."

This means that, regardless of the qualitative characteristics, the structure of the conflict is made up of internal and / or external actions that form a unity of interaction.

From here a conflict is a characteristic of interaction in which actions that cannot coexist in an unchanged form interact and mutually change each other, requiring a special organization for this.

As an example of internal colliding actions, the situation of choice with equivalent alternatives is most suitable. Such situations are beautifully described in their essays on the topic of graduation from our students.

“... The biggest difficulty for me at the moment is the choice between two possibilities:

1. To enter in accordance with an old dream to the Institute of Arts and learn to sing. For this, I seem to have everything: both voice, and external data, and I have already tried to participate in competitions, not without success, but ...

2. To act in accordance with the old dream of my grandmother to be legal. There seems to be a lot for this, too: comparatively good knowledge in the field of social sciences, incl. rights.

If you act according to claim 1, this is a break with relatives, deprivation of material and moral support and vague prospects. The fate of an actor is unpredictable, and being just a provincial singer at the local philharmonic is not very attractive.

If you act according to clause 2 - this is the peace of mind of loved ones, material well-being, support, but at the same time dependence and payment by a dream for satiety. "

The richest "bank" of samples of internal conflicts is psychoanalytic literature and related practice.

External and internal conflicts in their structure do not fundamentally differ, but in an external conflict, actions that form a unity of interaction literally belong to different persons or groups that implement a joint action. Here it is important to pay attention to the fact that external interactions always simultaneously have an internal plan and, therefore, the structures of such conflicts are much more complex and form at least two levels.

Anatoly Bershtein gives a curious example of such a "double" structure.

"... (I could painlessly cut off" bombos "on the street from Austrian moccasins of a boy who resignedly obeyed my taste despotism; I could give a perfume set, supplying a gift with idiotic hygienic comments; remove cheap homemade rings from my fingers, check for handkerchiefs in my pockets, inspect the shaved head and publicly ridicule the white socks.) I tried to convince myself that all this was in his name, that they did not take offense at the “father”, that in the end, if it spoiled our relationship, he would still be of benefit. The insult, it seemed to me, would pass, and the bad taste would be put to shame. "

So, the structural description of the conflict involves the definition of those actions, individual or cumulative, external or internal (thinkable), that form the conflict as reality. In turn, any action is a complex act that also has its own structural structure. In order for transformative activity to be embodied in external behavior or in thought, a need-motivational basis is necessary. That's why in the structural description of the conflict, one should consider not only the colliding and changing actions in the collision, but also the contradictory reasons for these actions lying behind them. For example, a father and a twelve-year-old daughter discuss the degree of her independence and, of course, proceed from significantly different pictures of adolescence. Without the reconstruction of these pictures, the structure of this particular conflict will, of course, be flawed.

In modern textbooks on conflictology, the structure of the conflict is suggested to be understood "As a set of stable

strong ties of the conflict, ensuring its integrity, identity with itself, the difference from other phenomena of social life, without which it cannot exist as a dynamically interconnected integral system and process ".

We believe that the structure, of course, determines the connectivity of the elements of the structure of the phenomenon into a whole. At the same time, we would not like to confuse, mix up structural, procedural and morphological descriptions, since each of them specifies a specific display of the conflict, which is required for a qualitative analysis. And only the subsequent "assembly" forms an integral systemic picture.

Sources:

1. Hasan B.I. Towards the development of applied psychology of conflict // Methodological problems of the foundations of science. - Kiev: Nau-kova dumka, 1986.

2. Druzhinin V.V., Kontorov D.S., Kontorov M.D. Introduction to the theory of conflict. - M .: Radio and communication, 1989-

4. Smith MJ. Self-confidence training. - SPb .: Rech, 2000.

5. Coser L. Functions of social conflict. - M .: Idea-press, 2000.

6. Bershtein A. Stay after lessons. - M .: JSC "Akron", 1997.

7. Antsupov A.Ya., Shipilov A.I. - M .: "UNITY", 1999.

Definitely, in every work or study team there is an irreplaceable person who just wants to be replaced. He constantly provokes others into conflicts or acts as if he is the center of the earth. There is an unhealthy and difficult psychological atmosphere in the team, but as soon as this person disappears, everyone is happy, they drink tea together and have sincere conversations about life. Who is this despot, crippling the psyche of others? He is the same person, just, as they say, a conflict person.

Conflict is my hobby

Among the bulk of people, psychologists distinguish between independent individuals who retain their beliefs without imposing them on the first person they meet. And conflicting personalities, for whom it is a sacred thing to impose their opinion on the first person they meet. Among individuals prone to conflicts, you can very often find In their eyes, they are outrageously ideal, they do not even know about the existence of their negative qualities. From life they need only one thing - to achieve success and prestige that others can see and appreciate. In interpersonal relationships, they are rather stingy with the manifestation of any feelings.

It is natural for a conflict person to exacerbate the situation around him. It is difficult for ordinary people to endure the state of opposition, so they strive to find a way out and achieve some kind of stability. It is much easier for a conflicted person to endure a state of confrontation. First, a conflicted personality has a reduced level of sensitivity. She is not afraid of uncertainty, since she can quite realistically predict the outcome of the confrontation. Secondly, such people are characterized by overestimated self-esteem, categorical judgments and a rigid system of evaluating others. Such a person a priori cannot have the idea that one can somehow try to get closer to others, find a compromise or adjust. Due to an excessively overestimated self-esteem, it is quite natural that a feeling of dissatisfaction arises not only with oneself, but with all people who are nearby, and a frozen system of values ​​simply does not make it possible to maintain flexibility and objectivity in the process of judgment. On this basis, a conflict arises.

If the situation in the team is calm, then the conflicted person is in an extremely tense state. For such people, there is only one way out of the conflict - everyone agrees with their opinion. That is, they impose a solution to the problem. Very often this very imposition can be expressed in threats and intimidation. A conflict person can threaten with terrible violence, although it is unlikely that he will stoop to it. As practice shows, such people are quite cowardly and do not get into fights. Even if their position is unfounded, they will loudly declare it. Although one merit for such people still counts - they know how to admit defeat. And not because they changed their minds, but only because they already had time to enjoy the course of the struggle.

Thus, we can summarize that a conflict personality is an individual who is characterized by an increased frequency of entering into conflicts.

Characteristics of a conflict personality

A conflicted person can be seen in the team from the very first minutes. He reacts very violently to the statements of colleagues that do not correspond to his concepts, and tries in every possible way to attract people to his side. In addition, if in the team itself there are certain difficulties in communication, then they will certainly become confrontations that are of a protracted nature. And even if the reasons that gave rise to this conflict are eliminated, the situation will not change. A conflicted person will seek support and encourage conflict.

E. Romanova and L. Grebennikov give the following characteristics of a conflicted personality:

1. Deviant behavior. That is, a person who loves conflicts behaves in a group completely differently from what is customary in a specific socio-cultural environment. Everything he does is not up to standard.
2. Conflict is a quality of people with poor health. It is known from medical practice that children and adolescents with deviant behavior suffer from various vegetative-vascular diseases. The same applies to adults.

An increased level of conflict is characteristic of patients with neuroses and psychopathies. Sometimes these diagnoses can be hidden not only from an outside observer, but also from the eyes of the patient himself. But if a conflict lover will fail in disputes for a long time, then he can earn a stroke or heart attack. Still, quarrels, even for people with a tempered character, do not go unnoticed.

A bit of history

Conflicts and conflicting personalities have always aroused interest in their study. In the 50s. of the last century, a discipline called conflictology appeared. This science existed earlier, but was called the sociology of conflicts, and only in the second half of the twentieth century was it able to take shape into an independent discipline. A huge contribution to the development of this industry was made by the works of A. Koser and R. Dahrendorf. Thanks to the works of D. Rapoport, M. Sheriff, R. Dose, D. Scott, a new trend in conflictology took shape - the psychology of conflict. In the 70s. there was a need for practices that would teach. Various practices and methods of resolving controversial issues in the most peaceful way are beginning to appear.

It is worth noting that initially the subject of conflictology research was conflict as a social phenomenon. Scientists described the types of confrontations and tried to find the most acceptable ways to resolve them. However, recently, conflicting personalities have begun to appear in society more and more, which is hard not to notice.

Conflictologists mean by the conflict personality of an individual with contradictions in consciousness and subconsciousness. V. Merlin notes that people with a creative mindset and an active life position are the most conflicted. There are many theories regarding the occurrence of this type of character in humans. For example, a conflicting personality, according to Freud's theory, is a clash of the human "I" with its own instinctive, unconscious component "It". According to Freud's theory, there is also a third component of the personality "Above I", that is, the ideal to which a person aspires. Thus, the individual constantly suffers from the collision of these three "I", and this can often result in external conflicts.

On the other hand, there was the teaching of K. Jung, who argued that human neurosis and the difficulty of adapting to others are formed in childhood. The scientist emphasized that it is important to teach the child to understand and be aware of their thoughts and desires in order to resolve internal conflicts. According to him, his personality may appear if adults begin to deceive the child or stop paying attention to him. Then the child can draw the wrong conclusions, which will complicate the process of perceiving himself.

Another interesting theory was voiced by Karen Horney. She also drew attention to the process of personality formation in childhood and introduced the concept of "basal anxiety" - a feeling of loneliness and complete isolation in a hostile world. This condition occurs when, in childhood, the child was unable to satisfy his need for safety. As a result, “basal anxiety” becomes the basis on which the conflict personality is formed. Such people require more attention to themselves and react sharply if something went wrong, as they would like. They have a much higher need for love and recognition than other people. In short, conflicting individuals are trying to find evidence of their importance, at least, so Karen Horney claims.

Types of conflicting personalities

Diagnostics of a conflict personality shows that there are several types of such people. First, there are six main types:

1. Demonstrative.
2. Rigid.
3. Ungovernable.
4. Ultra-precise.
5. Conflict-free.
6. Rationalist.

But since different researchers classify the behavioral characteristics of a conflicted personality in different ways, there are types such as "screamers", "complainers", "know-it-alls", "rude people" and others. It is worth considering in more detail which are most often found in society. It is difficult to predict how communication with a conflicted person will end, so you need to know how one conflicted person differs from another.

Demonstrative and rigid conflict personality

The word "rigid" is translated as "inflexible". If we apply this term to a person, then we can say that this is a person with high self-esteem, who does not take into account other people's opinions. a conflicted personality has the following characteristics:

1. Suspicious.
2. Has high self-esteem.
3. Requires constant confirmation of its own significance.
4. Almost does not respond to changing situations or circumstances.
5. He always speaks directly, does not have the slightest idea about diplomatic negotiations.
6. It is difficult for him to take into account someone else's point of view.
7. Expects respect from others.
8. He takes offense if someone is unfriendly with him.
9. Cannot criticize his own actions.
10. Touchy and sensitive.

Most often, a conflict person of a rigid type is an egocentric, he lives by a fairly simple principle: "if the facts do not suit you, so much the worse for the facts."

For a conflict, the most important thing is to be in the spotlight. It is vital for such a person to look good in the eyes of others, and besides, he treats others in the same way as others treat him. It is worth noting that demonstrative personalities feel good only with frivolous conflicts, but if the conflict acquires depth and acuteness, then they will certainly step aside. Such people know how to adapt to situations, they are distinguished by emotional behavior, they avoid painstaking and systematic work, as for planning, they do it sporadically. Most often, they act spontaneously or as the current situation requires. This person often becomes the instigator of the dispute, but does not consider himself so. He can inflate a conflict from scratch in order to be in plain sight at least in this way.

Uncontrollable and ultra-precise personality types

Based on the name, it can be understood that an uncontrollable conflict person is particularly impulsive. Her behavior is difficult to predict, moreover, such people always behave defiantly and aggressively. They often violate accepted social norms, have an unreasonably high self-esteem, and constantly demand confirmation of their own worth. These people are not inclined to take responsibility and blame others for any of their failures. Uncontrollable individuals cannot plan their activities, it is almost impossible for them to bring plans to life. It is difficult for them to compare their actions with goals and circumstances, moreover, such people do not know how to draw conclusions.

As for the ultra-precise personality type, such people are very scrupulous about their work, they are demanding of themselves and those around them. To those who work with them, it may even seem that they are picking on trifles. Such people are sensitive to details, have increased anxiety, and react painfully to comments. Because of a petty and ridiculous offense, they can break off all relations with others. They tend to worry about failures and miscalculations, as a result they pay off with insomnia and headaches. Such people are restrained in the manifestation of their emotions and inadequately assess the relationship in the group. It is also worth noting that conflicting personalities of the ultra-precise type often suffer from an unsettled personal life.

Conflict-free and rational personality types

Can a conflict person be conflict-free? This is indeed a paradox, one might even say cognitive dissonance. The behavior model of a conflict-free personality is of a situational nature. Such people are distinguished by the lack of their own views and easily succumb to other people's influence, because of which they can become the source of many troubles. The danger of this type is that no trick is expected from such people, they are kind and calm. And if such a person becomes the instigator of the conflict, then the team perceives such a situation objectively and impartially.

People of the conflict-free type do not have strong beliefs about evaluations and opinions. It is easy for them to instill a new idea. They are inconsistent in their behavior and suffer from internal contradictions. They are impressed by momentary success, such people do not know how to see prospects. They depend on the opinions of others, in particular leaders. If a controversial situation arises, they always look for a compromise. Such people do not possess willpower even theoretically, and besides, they do not think about the consequences of their actions and inaction.

And the last is the rational, or calculating, personality type. If you look at the behavior of a conflicted person of a rational type, it becomes obvious that a conflict for such a person is nothing more than a way to achieve his own goal. Such people can be an active party that tries to unleash a conflict. They are subtle manipulators and shamelessly use manipulative skills in personal relationships. If they come into conflict, they always behave rationally. Before taking any side, they will calculate all possible options, assess the strengths and positions of the parties and choose only the opponent with whom they will most likely be in the win. Such people have a well-developed technique of communication in a heated debate. They may not show themselves for a long time, be executive and obedient employees, but when they see an opportunity to take a leadership position, they will show themselves 110%.

Other types of conflicting personalities. Ways to work with them

In addition to the main types, there are other types of conflict people. They do not have such a variety of characteristics, but they have vivid expressive traits of behavior. And if you have to interact with a certain type of conflict person, you need to be able to behave correctly so as not to bring a simple misunderstanding to a quarrel on a global scale.

« Brute tank"Will never pay attention to anything or anyone. No matter what stands in his way, he will always go ahead, and at such moments it is useless to talk to him. If you have to work with such a person, then the best tactic is to stay out of his sight. If you have to meet, then you need to be calm both externally and internally. First you need to let him speak, so to speak, let off steam, and then he will pay attention to the interlocutor and his words.

« Grenade"- a calm and peaceful person, but at some point in a second he turns into a monster. This happens when a person begins to lose control of the situation, and there is a feeling of their own helplessness. If after the "explosion" such a person is assured that everything will work out, then he will very quickly calm down.

« Know-it-all"Is perhaps one of the most annoying types. Such people do not know how to listen, they constantly belittle the significance of the words spoken by the interlocutor, interrupt him and criticize him. They try by hook or by crook to put themselves on a pedestal, demonstrating intellectual superiority and competence. It is useless to argue with such people, it is best to agree with them, even if they say curly heresy.

Pessimism, aggression, complaisance

« Pessimist"- this is another annoying type of conflict personality. But if he starts to criticize, then there is no need to dismiss his comments, they can be constructive. It is worth minimizing the shortcomings that such a person talked about and thank him for his criticism. Then he will feel useful and, quite possibly, become an ally.

« Passive-aggressive"- this is one of the most difficult types of conflict personality. Such people do not do anything openly, they will not criticize or resist. But if such a person has a specific goal, then it is likely that he will begin to achieve it with the help of other people. These people are secretive and cautious, it is almost impossible to bring them to clean water. It is typical for them to constantly find excuses for unfulfilled tasks, to work carelessly. Sometimes such people want to be useful and begin to actively offer their help, although in reality they will not do anything. It is difficult for them to complete the assigned tasks, and the best tactic is not to be angry with such a person, because evoking negative emotions in his address is exactly what he is trying to achieve. Such people are strong as long as they remain unnoticed, and if you talk to someone in full view of others, he will be confused.

« Super pliable”Also agrees with everything. He actively offers his help, but never does anything. And with all this, he firmly believes that no one appreciates his noble impulses. He wants to please everyone and tries to look useful. As a result, he gains so many obligations that he cannot cope with them. This person does not know how to say "no", and in order to establish relations with him, you need to create an emotionally favorable atmosphere in the team.

"Sniper", "Leech", "Prosecutor", "Complainant"

« Sniper"Bursts into life with barbs and ridicule, he tries to cause trouble, using intrigue, gossip and shenanigans. It is better not to react to such behavior in any way, and if you attack, then head on.

« Leech". This type of conflict personality will never accuse anyone, will not be rude or offend. But after talking with him, you will definitely feel tired and in a bad mood. The only thing a person can do in communication is to say how he feels at the end of the conversation. It may be possible to find out the reason for the poor health.

« Prosecutor»All the time criticizes his environment, and besides him - politicians, doctors, football players and others. He constantly comes up with new hard-hitting facts. And it is better not to stop him, otherwise you will have to listen to a flurry of irritation. Such people just want to talk.

« Complainants"Are realistic and paranoid. They vividly and colorfully describe all kinds of failures and there is no need to prove that they are wrong. Such people also want to speak. In order not to listen to complaints about the second round, you just need to paraphrase in your own words everything that the interlocutor said, then he will understand that they are listening to him and calm down.

People who love conflict can be so different. Such a person may clearly show his aggression and inclinations of the dictator, or may not show himself in any way, but at the same time become a catalyst for conflicts.

1. Conduct its analysis in terms of the structure of the conflict: the dynamics of the conflict, completion. Suggest an optimal strategy for ending the conflict

When analyzing any case, it is necessary to highlight the essential factors, determine the circle of interested people, highlight ethical problems and, possibly, suggest your own way to resolve the conflict.

In order to maintain a logical approach in the process of analyzing a conflict situation, you can use Fig. 1.

We are considering a conflict case that occurred in the personnel department of the city hospital. In the existing team of nurses there was one worker, Irina, who stood out not only for her experience and knowledge, but also for psychological criteria, in particular, her leadership qualities prevailed.

Some time later, this nurse was appointed as the head of the nursing staff. Consequently, her responsibilities have changed and her work schedule has changed slightly. Irina, as a manager, very strictly monitored the work of her subordinates: their attitude to work, to clients, to the relationship between the team, so that no conflict situations arise. I also made sure that the workers came and went on time. At the same time, if someone from the staff asks to leave earlier for some reason, Lydia would not let go, if only this reason, in her opinion, was very, very important.

A few months later and for the rest of the time, the medical staff began to notice that Irina often came at the wrong time for work, sometimes left early, it also happened that she was absent for some time in the middle of the working day. The nurses' dissatisfaction with this accumulated, as a result of which a conflict situation began to arise.

Consider the essential factors that have had a certain impact on the development of a conflict situation.

Nursing facts:

1. Why was this nurse appointed as the head, and not any other?

2. The manager monitors their work schedule very strictly, at the same time violates her schedule;

3. Irina lets the employee go before the end of the shift, if she herself thinks that this is a serious reason.

Facts from the manager's side:

1. The promotion was not “invented” by Irina herself, but she was appointed to this position, which means there were some reasons for that: a wide outlook of knowledge in the field of medicine, extensive experience in the hospital, being singled out from the team by her leadership qualities.

2. The manager is not obliged to report to her subordinates why she violates the working time schedule. It is possible that she differs in the solution of any issues related to the hospital.

Let's characterize the interested parties to the conflict.

The next part of the analysis is devoted to the parties concerned in the conflict (direct parties to the conflict; indirect ones who, for one reason or another, were involved in the conflict). And also people whose interests are affected by this issue.

In this case, the interested parties are:

nurses;


manager;


bosses;


clients (sick).


Formulation of the problem


Very often, along with the main problem, there are also side (indirect) problems. What has been said can be represented as a ball of threads: with the appearance of a new indirect problem, the ball becomes larger.


In this example, the main problem is the manager's non-compliance with the working hours. Indirect reasons can be attributed to such reasons as the lack of understanding of the staff, why it was Irina who was appointed the head and the inability to leave before the end of the working shift of the medical staff.


Analysis of the conflict situation


Regarding legality, the conflict has three options:


1. An ethical and legal case. The manager is absent from her place of work due to the solution of some issues outside the hospital.


2. Unethical but legal case. Due to the fact that she resolves these issues during working hours, while being absent from the hospital, she gives rise to talk about her inappropriate attitude towards work.


3. An unethical but illegal case. Perhaps the manager is actually absent from work on her own personal matters.


In fact, the conflict will be settled if they are able to determine which and the above options correspond to the given conflict. This can be done by checking by the superiors exactly what issues the manager decided outside the hospital during working hours. Then the case will correspond to the first option.


Using the helper guides


This case is formal. When clarifying the issues solved by Lydia outside the hospital, it will be clearly seen that she does not violate her official duties, professional ethics. Her activities are beneficial:


hospital (solving external issues);


management (strict supervision of the team, full control);


sick (the ability to receive timely assistance from nurses).


Conflict resolution


To prevent a conflict, it is still worth announcing (perhaps some) resolved or resolved issues outside the hospital, to settle the conflict situation. Thus, inside the medical staff, talk about the correctness and ethics of the manager's actions will stop and the time allotted for the work shift will be used for its intended purpose.


It is possible to introduce a code of ethics for the development of the professional community. It should address the ethical standards and rules of conduct for the entire medical staff of the medical staff.


Compliance with general ethical norms and rules for resolving conflicts is an essential condition for the formation of healthy and civilized relationships. It is especially important for managers to understand their great social responsibility. This is manifested in the orientation towards a person in all its manifestations - respect, social assistance, support.


It is important to understand in time that the situation that has arisen is a conflict and then, with the help of an agreement between the parties or negotiations with the participation of a third party, try to solve the problem.


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