With his theory of contradictions and the struggle of opposites.

Modern conflict management began to develop more intensively at the beginning of the 20th century. in the depths of sociology. Its problems were developed by G. Simmel, L. Gumilovich, L. Smelli, U. Samner, and in the 1950s. - R. Dahrendorf, L. Coser, K. Horney, etc. During this time, Western experts have created both large theories of conflict (within the framework of sociology, psychoanalysis, conflictology itself), explaining the nature, essence and content of this phenomenon, and less significant (mainly of an "instrumental" nature), focusing primarily on the study of the characteristics of people's behavior in the conflict and the specifics of its course.

At the end of the last century, Russian sociologists and psychologists A.Ya. Antsupov, N.V. Grishina, A.G. Zdravomyslov, N.N. Obozov, T.G. Sulimov, A.I. Shipilov and others.

Conflict - it is such an interaction between people, which is characterized by the emergence and collision of contradictions in their relationships.

It is present only when there is a mutual opposition of the parties involved, accompanied by the highest degree expressions of intra- and interpersonal tension of their experiences. In other cases, either the conflict situation is resolved or the conflict is avoided. In addition, it is associated with a deterioration in relationships, a loss of mutual understanding and trust between people, a decrease in the socio-psychological climate in the group (collective) and in society as a whole. Conflicts deeply affect the interests of its participants, cause people to feel a strong sense of dissatisfaction (resentment) and emotional stress (Antsupov A.Ya., Shipilov A.I., 1999; Grishina N.V., 2000).

The cause of conflicts can be, firstly, inadequate self-esteem and inadequate representations of people.

Each person forms his own "self-image", and its stability is a prerequisite for the consistency and stability of behavior. In accordance with the "self-image", i.e. a set of ideas about himself, the individual builds his relationship with the people around him, carries out self-esteem and in a certain way relates to other people. If any information does not correspond to his "I-image", then a person can ignore this information, even if it is objective, and vice versa, agree with erroneous or false data if they correspond to the "I-image".

With an objective assessment of oneself and one's capabilities, the reaction to fair criticism is usually correct, and with an overestimated self-esteem, it is perceived as an insult or remark, which leads to conflict. With low self-esteem, criticism is also fraught with conflicts (refusal of work or assignment, assignment), to which are added deep intrapersonal experiences of the subject himself.

In such cases, the necessary mechanisms for protecting one's “self-image” are activated, which make it difficult to perceive critical remarks. An inadequate self-image creates psychological barriers (communication, ignoring information, someone else's opinion) and gives rise to conflict behavior.

A significant number of conflicts also occur due to incorrectly received or understood information by an individual about himself or due to the inability to receive this information. The reason associated with the "self-image" also includes the inability to understand another person, the inability to assess his self-esteem or illusory ideas about his individual and socio-psychological characteristics, bias and prejudice of one person in relation to another, etc.

Secondly, conflicts are caused by mismatch of social roles.

On the one hand, the redistribution of roles in society and in a group does not always proceed calmly and sometimes becomes a source of conflict. On the other hand, the reason for the conflict may be the incompatibility of the roles that a person needs to perform at the moment. For example, even with good relationship with parents, teenagers do not tolerate their presence in the company of their peers. Finally, different perceptions of two or more individuals about the content of the same role performed by one of them also lead to conflict.

Thirdly, the so-called group discrimination. Within the framework of the theory of social identity, American psychologists G. Tajfel and J. Turner proved the universality and inevitability of group discrimination, which is a division into “us” and “foes”, which leads to a disdain for “strangers” and therefore justified attacks on them.

Fourthly, the limited resources to be allocated are identified as an important cause of the conflict. Resources can be understood as any object of conflict.

Objective reasons then become sources of conflict when they do not allow an individual or a group to realize their needs, affect personal or group interests, limit their activities and behavior. The reaction of an individual or a group in this case depends on the social development of the individual or group, on the norms and rules of relationships adopted (acting) in them or in society, on the level of aspirations, on the significance of the goals set for the individual or group.

Conflict situation characterized by the presence of a contradiction in the interests and needs of the parties, which, however, may not be realized for a long time. It reflects the totality of the causes and conditions that precede the conflict and cause it.

The conflict situation is usually influenced by: the object of the conflict, its subjects (parties), positions (motivation) of the parties, the image of the situation presented in the minds of each of the parties.

Object conflict is a real or ideal object that causes the conflict. The object of the conflict is very difficult, sometimes impossible to define. In addition, there is a danger that in the process of conflict interaction, one object of the conflict may be replaced by another, which often happens unconsciously and complicates the resolution of the conflict. Taking into account the subject of our research, it should be emphasized: participation in the conflict of representatives of different ethnic groups often leads to the fact that their behavior and actions are mediated by the difference in their views and motivation for actions and actions, differences in the specifics of relationships and even the culture of the people as a whole.

Subjects(parties) to the conflict are its direct participants. Some scholars propose to separate the parties and participants in the conflict, motivating it by the fact that during development there may be random people (participants in the conflict), whose interests do not coincide with the interests of the parties (subjects) of the conflict, but who find themselves in the zone of the latter.

The goals, motives and tasks of the conflicting parties determine positions subjects - internal and external. The former are openly made demands on the opponent. The latter contain the true motives for entering the conflict. The inside position may not be the same as the outside. In addition, it can be unconscious and the subject himself. For a constructive resolution of the conflict, it is necessary to correctly comprehend your inner position.

The conflict situation is greatly influenced by image of the situation opponent, his vision of the prevailing conditions. Often the images of situations on both sides are directly opposite, and in order to resolve the conflict, it is important to be able to look at the problem through the eyes of the opponent. With the participation of representatives of different ethnic groups, this is practically impossible, especially if they do not know each other's national psychology.

The structure of the conflict also includes ranks opponents. An opponent of the first rank is an individual who acts in the conflict on his own behalf and defends his own interests and goals. An opponent of the second rank is an individual (or group) who speaks on behalf of the group and pursues its goals. The opponent of the third rank is an individual (or structure) acting on behalf of a structure that consists of interacting simple groups... The ranks can go on and on. A zero-rank opponent is also distinguished. This is a person who is in a dispute with himself and only develops his position, his decision. In a mono-ethnic group, as shown by the study, the values ​​of the group (national) always come out on top and significantly affect the content and development of the conflict.

The dynamics of the conflict. The beginning of the conflict is incident, those. actions of the opposition parties aimed at achieving their goals. An incident is characterized by an awareness of a conflict situation and a transition to direct activity. However, awareness of a conflict situation cannot be equated with an incident, since it is not an incident, but an incident follows from it.

Thus, the conflict is a consequence of the superposition of the incident on the conflict situation.

Developing according to certain patterns, the conflict has its own dynamics, in which there are four main stages.

1. The emergence of an objective conflict situation. This situation - the so-called stage of potential conflict - is not immediately perceived by people adequately.

2. Awareness of an objective conflict situation or awareness of the conflict (all participants in the conflict perceive the situation as intractable). At this time, there is an awareness of contradictions. Moreover, the latter can be not only objective, really existing, but also subjective, i.e. imaginary, not really present. Therefore, the conflict can be understood in different ways:

Adequately understood conflict, when the parties correctly understand the existing objective conflict situation;

Inadequately understood conflict, when the parties perceive the existing objective conflict situation as such, but with any deviations;

Conflict not understood, i.e. an objective conflict situation exists, but is not perceived as such;

False conflict (here there is no objective conflict situation, but the parties perceive their relationship as conflict).

3. Conflicting actions or transition to conflicting behavior. At this stage, conflicting behavior is aimed at blocking the achievements of the opposite side, its aspirations, goals, intentions. At the same time, a destructive conflict is characterized by the desire of the participants to humiliate each other, while a constructive conflict is characterized by conflict actions that do not go beyond the framework of business contact, as well as the search for possible ways out of the conflict. This is the most acute, dynamic stage, which is all filled with conflict content: the conflict is exacerbated by the emotional background, i.e. feelings, which in turn push people to conflict actions - the opposite action. This creates a chain reaction. The beginning of the mutual manifestation of confrontation often changes the conflict situation that arose from the very beginning. It brings new incentives to her for further action.

The chain reaction, which occurs under the influence of emotional and cognitive factors, leads to an escalation of the conflict and turns it into a protracted clash. This is the negative aspect. chain reaction; the positive one lies in the fact that in this chain reaction, tendencies of the opposite nature appear, i.e. its resolution: conflict actions fully explain the true state of affairs, real relations between the parties to the conflict (opponents) and thus perform a cognitive function.

When entering a conflict, each of the parties has a hypothesis about the interests of the opponent, the reasons for his entry into the conflict. Then, in the course of the conflict itself, these interests and reasons are finally clarified, the forces of the enemy and the possible consequences of the conflict become obvious. In this phase, the cognitive function sober up the adversary, calls into question the legitimacy of the conflict; and then the prerequisites for its resolution appear.

4. Resolution of the conflict. It is possible by changing the objective conflict situation or by transforming the images of this conflict situation that the opponents have. Conflict resolution can be partial (elimination of conflict actions, however, the incentive to conflict still remains) and complete (the conflict is eliminated at the level of external behavior and at the level of internal motives).

Conflict behavior. Any conflict causes and is accompanied by certain behavior of its participants. It represents the interaction of a person with the environment in the form of external (motor, expressive) and internal (mental) activity.

The general formula of behavior was proposed at one time by K. Levin: B = f (P, E), where V- behavior, R - personality, E - Wednesday. The meaning of the equation is quite simple - behavior is a function of the interaction of personality traits and environment. The term "behavior" at the same time highlights the internal relationships of interaction between people, as well as their relationship to each other and to various groups in society.

Behavior includes: activity in all its forms - cognition, communication and consumption (consumer behavior, leisure). An important feature of behavior is its observability, i.e. those forms of activity that can be observed from the outside or recorded by appropriate instruments and which have certain external consequences.

The socio-psychological content of behavior is a change (reinforcement or termination) of the activity of the interacting parties. The mechanisms by which the mutual behavior of the latter is realized are imitation and compensation for the actions of partners. The very specificity of behavior is especially influenced by the manifestation of such psychological phenomena as perception, thinking, memory, motivation, public opinion, interpersonal communication, and diverse individual and group characteristics of human interaction.

There are many types of behavior, which are classified according to different criteria. According to psychological mechanisms, it is divided into:

a) formal - corresponding to the rules, regulations ("correct");

b) informal, which is not directly related to the implementation of the goals of joint activities (for example, friendly relations between people) and which can be both useful and harmful to it;

c) anti-formal, contrary to the rules established in society (for example, indiscipline);

d) informal, realizing the goals of the group, but not fitting into the established rules (creative).

The behavior of people in conflict conditions is expressed mainly in an accentuated form and is the result of the manifestation of the psyche of conflicting people and the result of their activities.

The inner content of conflicting behavior are: a goal that generates the image of its result and provides a basis for managing it; a series of thoughtful and properly organized mental actions aimed at activating in the memory of past experience associated with similar situations and their assessment; selection of a standard plan for achieving the goal; volitional control, ensuring the start and termination of behavior; feedback, implemented in the control over the execution of the plan and the achievement of the intended goal.

If at least one of the elements of this functional sequence is missing, then the behavior becomes impossible and disintegrates.

The external manifestation of conflict behavior is its strategies, consisting in the choice and implementation of specific tactics of interpersonal interaction. These, according to the American psychologist K. Thomas, should include:

... rivalry (opposition), i.e. the desire to achieve the satisfaction of their interests to the detriment of other people;

... cooperation, when the parties to the conflict come to an alternative that fully satisfies the interests of both parties;

... avoidance, which is characterized by both the lack of desire for cooperation and the absence of tendencies to achieve their own goals;

... accommodation, meaning compliance as opposed to cooperation, sacrificing one's own interests for the sake of another;

... a compromise realized in the private achievement of the goals of partners for the sake of conditional equality.

It is impossible to say unequivocally which strategy of behavior is better. It is important to take into account the specifics of the situation: what works in one case may not work in another.

The most promising strategy seems to be cooperation, but it takes a lot of time to resolve the conflict and is unacceptable in a tightly limited time. The advantages of cooperation are that it allows you to completely solve the problem, deal with all the needs of all parties to the conflict and choose the best solution that fully suits all parties. The disadvantages of this method are high time costs and the impossibility in some cases to find a solution that fully satisfies all parties to the conflict.

Rivalry presupposes the maximum consideration of one's interests and needs and is used when it is necessary to quickly resolve a problem in one's favor. The advantage of this strategy is to identify the most dynamic participant. Examples of such a strategy are various contests and competitions. The disadvantages of rivalry include the loss of one or several, and sometimes all, parties to the conflict, a high level of tension and the possible rupture of any relationship between the parties to the conflict.

Avoidance is useful when there is no time or opportunity to resolve the conflict immediately. The negative side of this strategy is that the conflict is not resolved when applying this strategy.

The advantage of adaptation is considered to be the preservation of the relationship with the opponent. The disadvantages are the refusal to satisfy their interests and needs. This strategy is used when the individual has little chance of winning, or when the situation is insignificant for the individual and it is important to maintain the relationship.

Compromise requires much less time and less effort to resolve an issue that generally suits the parties to the conflict. This is the advantage of a compromise. Its disadvantages include the residual dissatisfaction of the parties who have sacrificed any of their interests.

The correct interpretation of the features of behavior can be supplemented by the use of the basic provisions of the concept of the American psychologist T. Leary about the styles of interpersonal relations between people and their correlation with the specific characteristics of their conflict behavior (Table 4).

In the process of conflict interaction with other people, a person realizes himself in a certain style of interpersonal relations, which fills his behavior with certain characteristics.

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 driving force 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.

Its theoretical background the problem of the conflict received in the late XIX - early XX century. 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 more and more often in the press publications concerning certain private types of conflicts - in works of art, in international relations, in pedagogical process, in sports, in office and family relationships. 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.

The analysis and development of foreign experience is underway, original theoretical and methodological developments social, psychological, legal aspects of the conflict.

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, in 1993, the first in Russia Conflict Resolution Center was opened in St. practical work 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 general definition conflict (from Lat. conflictus - collision) - a clash of conflicting or incompatible forces. More full definition- a contradiction that arises between people, collectives in the process of their joint labor activity due to misunderstanding or opposition of interests, 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 tendencies, 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 "the collision of oppositely directed tendencies 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 the conflict, you need an open, non-hostile, full of support. 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.

During business communication different situations, including conflict situations, develop between the manager and subordinates. 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.

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 ahead of schedule, 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 broad 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.


V 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 solves these issues in work time while absent from the hospital, she gives rise to talk about her wrong attitude to 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 help, 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.


BIBLIOGRAPHY

1. Aniskin Yu.P. General management. –M .: RMAT, 2004.
   

   Guseinov A.A., Apresyan R.G. Ethics. M., 1998.
   

   Vishnyakova N.F. Conflictology. M., 2002.
   

   Zelenkova I.L., Belyaeva E.V. Ethics, Minsk, 1995.
   

   E.V. Zolotukhina-Abolina Contemporary ethics. M., 2003.
   

   Kuzin F.A.Do business beautifully: Ethical and socio-psychological foundations of business. - M .: Delo, 1995.
   

   Mirimanova M.S. Conflictology. M., 2005.
   

   Fundamentals of personnel management: Textbook for students. universities. M .: INFRA-M, 2002.
   

   Semyonov A.K., E.L. Maslova Psychology and ethics of management and business. - M .: Delo, 2001.
   

   This topic has been thoroughly studied in the work of E. N. Bogdanov and V. G. Zazykin "Psychology of a Person in Conflict". I will cite in an abbreviated form the corresponding results of these authors, following the indicated source:
   “There are many psychological reasons for conflicting behavior, but all of them, figuratively speaking,“ close ”on a specific system of internal conditions of a conflicting personality. It is because of this that she perceives any contradictions exclusively as posing a threat to her. Opposition to it is seen as the only way to resolve the contradiction, others are simply not considered or are a priori assessed as ineffective.

   What are the internal conditions of such conflicting individuals and those who are often inclined to get involved in conflicts?

   Answers to these and other questions were obtained as a result of theoretical and applied research carried out by these authors together with E.V. Zaitseva, A.L. Khrustachev, and others. with considerable ethical difficulties. In particular, the very fact that a particular person is considered to be in conflict is a strong incentive for her to develop a new conflict. During conversations with such individuals, it was found that all of them are deeply convinced that their conflict behavior is caused exclusively by objective reasons or the intrigues of ill-wishers, they categorically deny their role in creating conflicts. Conflicting individuals with mistrust and suspicion refer to any psychological examination, especially if it includes psychological testing.

   In this regard, the main methods of direct research of a conflict personality were observation and expert assessments, although methods of psychological diagnostics were also used, in particular psychological testing.

   In accordance with the existing requirements of the procedure for conducting expert assessments, experts were selected in the field of practical psychology, doctors and candidates of sciences (teachers and researchers of higher educational institutions and research institutions) - only 15 people. The main method in the expert assessment was an individual questionnaire survey and interviews of experts (using the technology of the Delphi method). The data of individual expert assessments were summarized and systematized. Then they were analyzed by experts. Let us dwell on the results of this expert assessment.

   All experts noted that in reality there are people who have a strong psychological predisposition to conflict behavior, that is, conflict personalities (73% answered “true”, 27% - “perhaps”). The opinions of experts about the emotional involvement of such individuals in conflicts and the fact that conflict behavior is due to their need, are divided. And yet, as a result of the interview and the summation of the positive answers, it became clear that the experts believe real existence the needs of some individuals in conflict behavior. Satisfaction of this need through participation (and even more so - victory) in the conflict leads to a temporary decrease in the level of conflict. But, like any human need, it is then actualized again and becomes the cause of conflicting behavior. All experts associate a person's conflict with their specific internal conditions, which influence the perception of reality and contradictions as exclusively posing a threat (82% - “true” and 18% - “probably”).

   The overwhelming majority of experts believe that people with strong intrapersonal conflict, in addition to some of its types, often create or are actively involved in interpersonal conflicts or conflicts of the "individual - group" type.

   According to experts, the system of internal conditions of a conflicted personality includes natural factors, and first of all, the type of temperament. The choleric temperament is especially highlighted, which is characteristic of many conflicting personalities and is often manifested in the absence of self-control, which pushes to impulsive actions and evaluations.

   Persons with “ difficult, conflicting nature”Are distinguished by the following indicators: low social ergy (difficulty in communication, isolation), low social plasticity (difficulty in making contacts), high values objective and social sensitivity (anxiety, insecurity, anxiety, sensitivity to failure, a sense of their own inferiority, vulnerability).

   The experts were unanimous in the opinion that strong and poorly controlled psychological accentuations are included in the generalized system of internal conditions of a conflicted personality, but their influence is not equal. Particularly noted were mania, paranoia, psychopathy, hysteria (including demonstrativeness and excitability), getting stuck, psychoticism, tension, some types of expansive schizoid.

   Experts noted that in the psychological structure of a personality there are a number of indicators and properties characteristic of a conflict personality: emotional coldness, dominance, a tendency to assert itself, tension, anxiety, irritability, intolerance, changeability, indiscipline (in terms of the Cattell test). Subsequently, this was confirmed by the data of psychological testing.

   All experts noted that a conflicted person in the prevailing unpleasant situations tends to look for the guilty ones " on the side”, The subjective causality of errors is denied, almost never considers himself guilty.

   A number of experts named other features inherent in a conflict personality: egocentrism, unrealism, overestimated self-esteem, resentment, emotional deafness, envy, gambling, rudeness, defiant behavior.

   Experts cited many examples, mainly from school and university practice. In particular, it was noted that in schools and universities, the very professional activity of teachers contributes to the emergence and progression of dangerous tendencies associated with professional deformation of the personality, and thereby stimulates the development of accentuations, primarily hysteroid. If teachers and teachers with hysterical traits are not created conditions for the natural socially positive manifestation of these traits, if communication with them occurs without taking into account these features, they often come into conflict.

   An analysis of such conflicts shows that they are mostly emotional, based most often on psychological incompatibility, are rarely long-term and are capable of involving other team members. Other types of professional activity were also noted, where professional deformation is inevitable and leads to accentuations: paranoia may develop among law enforcement officials, demonstrativeness among politicians, pedantry among persons performing control functions, etc.

   In this functional dynamic system the authors have identified four levels:

   • biological (with substructures of temperament, sex, age, pathological and other properties);
   • mental processes (with substructures of will, feelings, perception, thinking, sensation, memory);
   • experience (with substructures of habits, abilities, skills, knowledge);
   • orientation (with substructures of beliefs, worldviews, ideals, inclinations, interests, desires).

   In this system, level-by-level relationships between biological and social are considered; connections with reflection, consciousness, needs, activity; specific types of formation; the required levels of analysis ”.

   These authors summarize the results of theoretical and methodological analysis of the problem, empirical and applied research. In their opinion, “the systemic description of a conflicted personality, as a kind of model scheme, looks like this.
   1. The biological level of describing a conflicted personality and. Conflicting personalities for the most part have a choleric type of temperament, there are much fewer sanguine and phlegmatic people among them. Melancholic people are usually non-contentious. For the substructures of gender and age, no convincing data were found on the natural tendencies of manifestations of conflict. Conflict personality at this level is determined mainly by the strength, mobility and imbalance of nervous processes.

   A biologically determined need for such behavior has not been identified, although this may probably be due to the lack of relevant research. A conflict personality at this level must be studied with the predominant use of psychophysiological and neuropsychological methods.

   2. The level of mental properties in the description of a conflicted personality... Conflicting personalities have developed volitional qualities and perseverance, which allows them to wage a long confrontation in conditions of strong mental tension, negative emotions and a high psychophysiological "price" of their actions.

   Among conflicting personalities, manifestations of ambivalent emotional reactions are frequent: from violent negative emotions to firmness and restraint ("the ability to take a punch"). The same can be said about the manifestations emotional stability: from high level neuroticism to composure. It is important to note that the emotionality of a conflicted personality is closely related to the predominance of extrapunitive forms of response (the reasons are exclusively outside).

   Perception and attention are mainly aimed at the opponent, the object and subject of the conflict. At the same time, they are focused on several cognitive areas: cognition and understanding of the opponent; knowledge and understanding of the essence of the existing relationship; self-knowledge. In the first case, attention is focused on the style of activity, behavior and communication of the opponent, his emotions, mental states... It is noted that self-knowledge in a conflict is given the least attention, which weakens the position of a conflicted personality. Perception and attention are rigid, and forms of motivational rigidity predominate, manifested in "a rigid restructuring of the system of motives in circumstances requiring flexibility in changes in the nature of behavior" (A. V. Petrovsky).

   The perception of the personality of another person is contradictory and characterized by less integrity and structuredness (perceived as a separate, mainly associated with a conflict confrontation), confusion, passivity and rigidity. The perception of oneself and opponents is characterized by inadequacy: a conflicted personality lacks a correct understanding of the strength and weakness of opponents and their own state.

   For the attention of a conflicted personality, it is characteristic to focus on failures and their own experiences.

   Characteristics of thinking and memory also differ in their focus on opponents, the object and subject of the conflict.

   Imagination conflicting personalities are characterized by the dominance of the “enemy image”. Opponents are presented by them exclusively as enemies, and not as individuals defending their points of view or pursuing their goals that are not related to harming others.

   3. The level of experience of the conflict person. Psychological research conflicting personalities, conversations with them, observation of their communication, behavior and activities indicate that they have significant experience of conflict confrontation. There are many components to this experience. In particular, good knowledge current legislation, regulatory and administrative and legal documents. They are well acquainted with the rules of office work, the system of social institutions of power, the nature and degree of responsibility of officials, the procedure for considering complaints and appeals by them. This knowledge is supported by appropriate skills. At the same time, conflicting individuals experience cognitive dissonance more often than others.

   Their psychological knowledge and skills should be noted. Many of them have perfectly mastered such specific forms of behavior as "flight into illness", that is, simulating suffering in order to arouse sympathy in others, attract new supporters, and "emphasis on aggression" in order to intimidate the opponent.

   In communication, they often use various methods of psychological influence, including manipulation. Frequent access to psychological tricks in disputes (I.K. Melnik, L.G. Pavlova, etc.). Communication between conflicting individuals differs in a variety of strategies - from pedantic dryness to pathos - and depends mainly on the situation, state and characteristics of the opponent. Their main focus is to suppress the opponent or bring him out of balance.

   In open confrontation, conflicting individuals use a variety of tactics and techniques: lowering the opponent's rank, false maneuvers (disinformation), escalating tension, coercion, demonstration of strengthening their own capabilities, provoking, threats. They are less inclined to negotiate or "bargain".

   Their behavior largely depends on the development of the conflict, changes in the range of significant factors and, at the same time, is distinguished by a certain stereotype, a tendency to fixate on the strengths and weaknesses of the opponent.

   A conflict personality is distinguished by the ability to seize psychological initiative and maintain it. Thus, she seeks to create a relationship of the "domination - subordination" type. The skills of conflicting individuals are also manifested in anticipating the actions and emotional reactions of opponents. Conflicting individuals often use special methods of pre-adjustment: discrediting, idealizing, overestimating and stimulating, which helps them to successfully carry out confrontation. At this level of personality, there are significantly more manifestations of the social than the biological. Needs are manifested through habits, activity - through volitional skills.

   4. The level of orientation of the conflicted personality... The convictions of a conflicted personality can be varied, but they are characterized by one thing in common - an egocentric orientation. Such a personality has clearly expressed motives of self-affirmation (although not all motives are recognized by them), self-expression through confrontation and a thirst for recognition. A high level of aspirations was noted, which often does not correspond to real possibilities, which leads to deformation of the personality, manifested in the “effect of inadequacy”.

   Conflicted individuals, as a rule, have a low level of moral development and reflection, a low moral normativeness of behavior and relationships. Ideals are usually either absent or not clearly defined. Attractions are mainly influenced by self-centeredness.

   In relations with others, conflicting personalities show rivalry, they are bad partners. Intolerant of the shortcomings of others, unyielding. In disputes and polemics, they are distinguished by their irreconcilability of position, the desire to assert themselves at the expense of others. In relation to oneself, overestimated self-esteem, conceit, egocentricity are noted. They tend to indulge their desires. They prefer to consider their conflict behavior as a manifestation of personality strength. In relation to the world, the influence of a high level of life aspirations is obvious, the desire to act through the constant resolution of contradictions, which are perceived exclusively as a threat to their personality. Here, ambivalence (the coexistence of opposite states) is especially pronounced: from feeling oneself as a victim of circumstances to the syndrome of a strong personality, a winner.

   In a team, conflicting personalities often choose the most conflicting ones. social roles: “Rebel”, “critic”, “champion of justice”, they are often disguised as socially approved ones: “keeper of traditions”, “generator of ideas” and “organizer”. In any case, conflicting individuals do not value the opinion of the group or collective, they often behave in isolation or defiantly tactless.

   In the orientation of the conflicted personality, the social is much more manifested. The attitude towards reality is mainly based on personal experience... Unmet social needs are clearly visible.

   This functional-dynamic structure of the personality as a system is supplemented by its authors with two important subsystems - abilities and character traits. As for the subsystem of abilities, no reliable data were found here on the relationship between abilities and the level of personality conflict. The subsystem of characterological features is another matter: conflicting personalities can be both maladapted and whole, with stable character traits.

   Generalization of the above theoretical and empirical research allowed the authors to identify the common features of a conflicted personality: purposefulness, persistence in achieving goals, internal organization, assertiveness, independence, self-confidence, willfulness, intolerance, demonstrativeness, inconstancy, distrustfulness, envy, irascibility, rudeness, impudence. If we proceed from the psychological essence of accentuations, then some of them can also be attributed to the characterological features of a conflicted personality: psychopathy, hysteroidism, paranoia, mania, etc.

   The authors supplement this structure of a conflict personality with one more subsystem - a professional one. As professionals, conflicting personalities rarely make great strides. This is also explained by the fact that the growth of professionalism is associated with extensive professional interactions and self-development. Due to conflicts, effective professional interactions are difficult. Self-development is hampered by inadequate self-esteem. In addition, a conflicted person spends a lot of energy on the actual conflict confrontation. Such professional failure, caused by subjective reasons, is perceived by a conflicted person as a manifestation of an exceptional negative attitude towards her. It turns out a kind of vicious circle.

   This generalized systematic description of conflicting personalities usually makes a depressing impression on unprepared people, therefore it must be emphasized that it contains almost all the properties of different conflicting personalities. In the life of just such people, most likely, you can hardly meet. Really existing conflicting personalities have a much smaller “set” of negative qualities. The level and direction of their conflicts depend on this “set”. In the generalized systemic description of a conflict personality developed by the authors, all possible properties conflicting personalities that allow you to be ready for one or another of their manifestations in solving practical problems. "

   Item: CONFLICTOLOGY

   Performed:4th year student

   Gazizullina Svetlana

   Conflict analysis plan:

   1. Situation

   2. Description of the conflict

   3. Brief description of the subjects of the conflict

   4. A) The scheme of the conflict

   B) Block diagram

   5. Interest map

   6. Formulation of the cause of the conflict

   7. Incident

   8. Typology of this conflict

   9. The strategy of behavior in the conflict of the parties (T. Thomas)

   10. Conflict resolution (removal of contradictions)

   Consider a conflict situation using the example of a movie "Inadequate people" directed by Roman Karimov.

   1. Situation:

   At first glance, quiet and well-mannered Vitalik( Ilya Lyubimov ), prone to spontaneous aggressive reactions, his schoolgirl neighbor Kristina (Ingrid Olerinskaya ), infuriating her relatives with a cynical wit, at the same time becoming "good" with the help of a psychologist ( Evgeny Tsyganov ) (Vitaly's friend) seemingly knowledgeable and balanced, but in fact a sado-masochist; Christina's mom worried about her daughter; boss ( Yulia Takshina ) looking for an "ideal man" in Vitalik, creating a sado-maso pair with the aforementioned psychologist - they all seem to be adequate people, characters of such a seemingly eccentric and original comedy telling about the banal love story of a schoolgirl Christina, who grew up without a father, to her neighbor Vitaly. A conflict arises between Christina and her mother.

   2. Description of the conflict:

   A conflict is brewing between Christina and her mom. There is a clash of interests.

   Mama:

   Kristina:

   Vitaly:

   3.Scheme of the conflict:

   ChristinaMom

   - -

   + Vitalik +

   ++

   4. Structural diagram:

   ChristinaMom

   
   
   

   Psychologist (visiting a psychologist)

   5. Map of interests:

   Kristina:

   Teenage years

   A girl who wants to feel to be treated like a full member of the family, like an adult

   The feeling of being independent and making decisions on your own

   Go against

   Mama:

   She cannot fully realize that her daughter has already grown up, that she is not a child, and she needs to be treated like an adult

   Mass media stuffed with information about drug addiction, alcoholism of modern youth

   Exaggeration of the situation, exaggeration of the situation

   5. Reasons for the conflict:

   1. Conflicting interests

   - "adolescence", pubertal period of Christina

   Raising in a family with one parent (the mother raised her daughter alone)

   Christina's youthful maximalism

   Bad influence of peers (Christina's friend, her friends, environment)

   The problem of "fathers and children" (observed throughout the film, the author drew attention to this)

   Mistrust of the mother in relation to her daughter Christina

   Not frankness, insincerity of Christina

   6 the incident happened during a family dinner, where Cristino acted sarcastically and insolently with her mother and with her relatives.

   7. The type of this conflict interpersonal, family, long-term.

   8. The strategy of behavior in the conflict of the parties according to K. Thomas "Avoidance".

   Christina and mom try to avoid discussing conflict issues and postpone adoption difficult decisions"for later". They do not defend their own interests, but at the same time they do not take into account the interests of each other.
   
   

   9.Pros of this strategy:

   Strategy can be useful either when the subject of the conflict is not very important (“If you can't agree on what program to watch on TV, you can do something else,” writes American psychologist S. Covey)

   10 cons of this strategy:

   When it is not necessary to maintain a long-term relationship with the other party to the conflict ( if you think that the thing that you need to buy in this store is too expensive, then you can go to another store).

   But in a long-term relationship, such as that of Christina and her mother, it is important to openly discuss all controversial issues, and not to avoid existing difficulties, which lead only to the accumulation of dissatisfaction and tension.

   "Leave me a little and don't touch me".

   Unresolved conflict is dangerous in that it affects subconscious and manifests itself in the growth of resistance in the most different areas, up to diseases.

   11. Tactical actions:
   -Kristina refuses to enter into dialogue, using the tactics of demonstrative leaving;
   -Mom avoids the use of forceful techniques;
   - Mom does not trust facts and does not collect them, ignores all information from Christina;
   - Christina's denial of the seriousness and severity of the conflict;
   This is a situation of missed opportunities.
   Personality traits of heroes :;
   - impatience with criticism - accepting it as an attack on yourself personally (Christina);
   - indecision in critical situations, acts according to the principle: "Maybe it will cost" (Christina and mother);
   - inability to prevent chaos and pointlessness in conversation. (Mom)

   12. Conflict resolved with the help of a third party, with the help of Vitalik, on whose advice my mother turns to a psychologist for help. The psychologist resolves the conflict using psychological techniques. The psychologist helps the girl to cope with self-control, as a result, the girl learns to control her feelings and emotions, to cope with aggression. The conflict between mother and Christina is resolved. There is a very good expression in the film: That relatives are not chosen, but we choose friends ourselves, therefore conflicts between friends are less common than seed conflicts.

   Conflict resolution with the help of a mediator. The mediator organizes a dialogue between the parties, that is, between Christina and her mother, relieves the emotional stress of the parties to the conflict.