In the interpersonal method, there are five ways to resolve conflict:

1. evasion.

2. smoothing.

3. coercion.

4. compromise.

5. problem solving.

Evasion. This style implies that the person is trying to escape the conflict

Smoothing. This style is characterized by behavior that is dictated by the belief that there is no point in getting angry because “we are all one happy team and we should not rock the boat.” The smoothing style can ultimately lead to serious conflict because the problem underlying the conflict is not resolved. The “smoother” achieves temporary harmony among workers, but negative emotions live inside them and accumulate.

Compromise. This style is characterized by accepting the other party's point of view, but only to some extent. The ability to compromise is highly valued in management situations as it minimizes ill will. which often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, using compromise at an early stage of a conflict that has arisen over an important issue can reduce the time it takes to find alternatives.

Compulsion. Within this style, attempts to force people to accept their point of view at any cost prevail. Anyone who tries to do this is not interested in the opinions of others, behaves aggressively and uses power through coercion to influence others. This style can be effective in situations where the boss has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creating the danger that when making a management decision, any important factors will not be taken into account, since only one point of view is presented. This style may cause resentment, especially among younger, more educated staff.

Compromise. This style is characterized by accepting the other party's point of view, but only to some extent. The ability to compromise is highly valued in management situations, as it minimizes ill will and often allows conflict to be resolved quickly to the satisfaction of both parties. However, using compromise early in a conflict over a serious issue may hinder the diagnosis of the problem and reduce the search for possible alternatives. As a result, the decisions made may not be optimal.

Problem solving. This style recognizes differences of opinion and is willing to listen to other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. Those who use this style do not seek to solve their problems at the expense of others, but rather look for the best solution to a conflict situation.”

Negotiations represent a broad aspect of communication, covering many areas of an individual’s activity. As a method of resolving conflicts, negotiations are a set of tactics aimed at finding mutually acceptable solutions for conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

The existence of interdependence of the parties involved in the conflict;

Lack of significant differences in the capabilities (strength) of the subjects of the conflict;

Correspondence of the stage of development of the conflict to the possibilities of negotiations;

Participation in negotiations between parties who can actually make decisions in the current situation.

Every conflict goes through several stages in its development. At some of them, negotiations may not be accepted, since it is too early, and at others it will be too late to start them, and then only aggressive retaliatory actions are possible.

It is believed that it is advisable to negotiate only with those forces that have power in the current situation and can influence the outcome of the event. There are several groups whose interests are affected in the conflict:

Primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups.

Secondary groups - their interests are affected, but these forces do not strive to openly demonstrate their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages:

Preparation for the start of negotiations (before the opening of negotiations);

Preliminary position selection (initial statements by participants about their position in these negotiations);

Search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents);

Completion (exit from a crisis or negotiation impasse).

Procedural issues are also being worked out: where is the best place to hold negotiations?, what kind of atmosphere is expected during the negotiations?, is good relations with the opponent important in the future?

Experienced negotiators believe that the success of all future activities depends 50% on this stage, if it is properly organized.

1. Preparation for the start of negotiations. Before starting any negotiations, it is extremely important to prepare well for them: diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, find out who will negotiate and the interests of which group they represent.

In addition to collecting information, at this stage it is necessary to clearly formulate your goal of participating in the negotiations. In this regard, the following questions should be answered:

What is the main purpose of negotiations;

What alternatives are available? In reality, negotiations are carried out in order to achieve results that would be the most desirable and acceptable;

If an agreement is not reached, how will this affect the interests of both parties?

What is the interdependence of the opponents and how is this expressed externally?

2. Initial choice of position (official statements of the negotiators). This stage allows you to realize two goals of the participants in the negotiation process:

Show your opponents that you know their interests and you take them into account;

Determine the room for maneuver and try to leave as much room for yourself in it as possible.

Typically, negotiations begin with a statement from both parties about their wishes, desires and interests. With the help of facts and principled arguments (for example, “company objectives”, “common interest”) the parties try to strengthen their positions.

If negotiations take place with the participation of a mediator (leader, negotiator), then he must give each party the opportunity to express themselves and do everything in their power so that opponents do not interrupt each other.

In addition, the facilitator determines the factors restraining the parties and manages them: the allowable time for the issues under discussion, the consequences of the inability to reach a compromise. Offers decision-making methods: simple majority, consensus. Identifies procedural issues.

3. The third stage consists of searching for a mutually acceptable solution, psychological struggle.

At this stage, the parties check each other’s capabilities, how realistic the requirements of each party are and how their implementation may affect the interests of the other party. Opponents present facts that are beneficial only to them, and declare that they have all sorts of alternatives. Here, various manipulations and psychological pressure on the leader are possible, to seize initiatives in all possible ways. The goal of each participant is to achieve balance or slight dominance. The task of the mediator at this stage is to see and put into action possible combinations of interests of the participants, facilitate the introduction of a large number of solutions, and direct the negotiations towards the search for specific proposals. If negotiations begin to become harsh, affecting one of the parties, the facilitator must find a way out of the situation.

4. Completion of negotiations or breaking a deadlock. By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, and a decision needs to be made. A few final concessions from both sides could save the day. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work.

The stages of conflict resolution can also be presented in the form of a diagram:

Figure 2

Thus, in complex situations where variety of approaches and accurate information are essential for sound decision making, the emergence of conflicting opinions must even be encouraged and the situation managed using a problem-solving style.

G.N. Smirnov identifies two groups of methods for eliminating conflicts - structural and interpersonal.

Towards structural methods of conflict resolution include:

1) clarification of job requirements(every employee should know about the expected level of results, who provides and receives various information, the system of powers and responsibilities, etc.);

2) coordination and integration methods(one of them is the chain of command. The hierarchy of authority streamlines the interactions of people, decision-making and information flows within the organization. The boss can make a decision on any issue that has caused contradictions, and thereby prevent the emergence of a conflict. A conflict between two production departments can be resolved by creating an intermediate service coordinating the work of these units);

3) directing the efforts of all participants to achieve common goals;

4) creation of a reward system(gratitude, bonus, promotion can be used as a method of managing a conflict situation, influencing people’s behavior).

Interpersonal methods of conflict resolution:

1) Evasion - this is a reaction to the conflict, expressed in ignoring and actual denial of the conflict. The pretext here may be references to a lack of time, authority, resources, the insignificance of the problem or the wrong recipient. The motto of this behavior is: “You shouldn’t make a mountain out of a molehill.” The goal of the accused party is to postpone the resolution of the conflict (it will somehow settle on its own), to give the enemy the opportunity to think over his claims.

2) Smoothing - this is the satisfaction of the interests of the other party through “adaptation”; most often it involves insignificant satisfaction of one’s own interests. They operate here on the principle: “For you to win, I must lose.” The reason for this behavior may be the desire to make a “gesture of goodwill”, to win the partner’s favor for the future, the desire to avoid the escalation of the conflict, the understanding that the “enemy” is right. This kind of consent can be partial and external.

3) Compromise is an open discussion of opinions and positions aimed at finding a solution that is most convenient and acceptable for both parties. The advantage of this outcome is the mutual balance of rights and obligations and the legalization of claims. Compromise really relieves tension and helps find the optimal solution. Partners who compromise proceed from the fact that

that a joint gain is beneficial, that a compromise in one thing can lead to a gain in another, that a bad decision is better than no decision.

4) Competition can lead to dominance of one partner over the other and ultimately to the destruction of the latter: “For me to win, you must lose.” This is an unfavorable and unproductive outcome of the conflict, although it should be recognized that competition can stimulate ability and talent. Competition most often arises when you overestimate yourself and underestimate your opponent. It can be caused by the need to protect one’s interests, life, family, as well as the desire to always have the upper hand, and a disdainful attitude towards others.

5) Cooperation is a form of conflict resolution in which satisfying the interests of both parties is more important than resolving the issue. Cooperation implies that the interests of one party will not be satisfied unless the interests of the other are also satisfied, at least in part. Neither party seeks to achieve a goal at the expense of the other.

The outcome of a conflict situation will depend not only and not so much on the causes, factors and patterns of the conflict, the degree of its prolongation, but on the attitude of the participants themselves to the conflict situation.

Since conflicts often give rise to such an emotional state in which it is difficult to think, draw conclusions, or approach creative solutions to the problem, then in a conflict situation, adhere to the following rules:

1. Remember that in a person’s conflict it is not his mind that dominates, but his emotions., which leads to affect, when consciousness simply turns off and a person is not responsible for his words and actions, for which he later becomes hurt and uncomfortable. Therefore, from business communication it is necessary to eliminate judgments and assessments that infringe on the dignity of the interlocutors, patronizing judgments and assessments, ironic remarks expressed with a feeling of poorly hidden superiority or disdain.

2. Strive to speak respectfully. Phrases such as “I beg your pardon,” “I would be very grateful,” and “If it doesn’t bother you” prevent the opponent from forming internal resistance and relieve negative emotions.

3. Strive to conduct a discussion not about the positions taken by the parties, but about the essence of the problem, based on objective criteria. Try to listen to your interlocutor, since the ability to listen is one of the criteria for sociability.

4. Take a multi-alternative approach and, insisting on your proposal, do not reject your partner’s proposal by asking yourself the question: “Am I never wrong?” Try to take both proposals and see what amount of benefits and losses they will bring in the near future and then.

5. Realize the importance of conflict resolution for yourself, asking the question: “What happens if a solution is not found?” This will allow you to shift the center of gravity from the relationship to the problem.

6. If you and your interlocutor are irritated and aggressive, then it is necessary to reduce internal tension and “let off steam.” But venting on others is not a solution, but a trick. But if it so happens that you have lost control of yourself, try to do the only thing: shut up yourself, and don’t demand it from your partner. Avoid stating your partner’s negative emotional states.

7. Focus on the positive, the best in a person. Then you oblige him to be better.

8. Invite your interlocutor to take your place and ask: “If you were in my place, what would you do?” This removes the critical attitude and switches the interlocutor from emotions to understanding the situation.

9. Do not exaggerate your merits or show signs of superiority. Do not blame or attribute responsibility for the situation to your partner alone.

10. Regardless of the results of resolving differences, try not to destroy the relationship.

Here are some of the methods for relieving psychological stress:

1) Method of switching to another activity- associated with physical activity that requires physical exertion, due to which adrenaline is burned. So, if you are at work, do any kind of activity: sort through papers, water flowers, make tea, rearrange the table, walk quickly along the corridor several times, go into the toilet room and hold your hands under cold water for 4-5 minutes, go to window and look at the sky and trees.

If you are at home, then try to go outside and run or walk at a fast pace for 10-15 minutes, take a contrast shower, and wash the accumulated dishes. Try to practice this method as often as possible in those moments when you feel like you are losing self-control. Then this method will become a habit for you. Also, try to do an activity at least once a week that makes you happy, calms you down, and brings you satisfaction.

2) Visualization method- mentally express your feelings and experiences or do something to the person who caused a negative reaction. It is acceptable when you cannot vent your irritation, for example, on your manager, or if you assume that your anger will only worsen an already tense situation. As a result, you will achieve freedom from anger without risking anything.

3) "Grounding"- imagine: anger enters you from your opponent like a beam of negative energy. Then imagine how this energy descends into your feet and flows freely into the earth.

4) Method of “reducing your opponent in height”- imagine that during communication your opponent shrinks so much in stature that he turns into a lump of dirt that you can step on, and his voice becomes weaker and weaker. As a result, he will seem less significant and influential.

5) "Mood" method- take colored markers or pencils and, with a relaxed left hand, begin to draw any design: lines, spots, shapes, etc. Try to completely immerse yourself in your experiences, i.e. choose and draw lines in accordance with your mood, as if materializing your experiences on paper. After sketching the entire sheet of paper, turn it over and on the reverse side write 8-10 words that reflect your mood (experience). Write the words that come to mind first, without thinking for a long time. Then look at the drawing again, as if reliving your state, re-read the words and tear it apart energetically and with pleasure. Crumple up the torn pieces of sheet and throw them in the trash. Together with the discarded drawing, you get rid of your bad mood and find peace.

6) Inner beam method- can be used at the initial stage of irritation, when self-control is impaired, psychological contact in communication disappears, and alienation appears.

To complete it, you need to relax and imagine the following pictures. A light beam appears at the top of the head, which moves from top to bottom and slowly illuminates the face, neck, shoulders, hands with a warm, even and pleasant light. As the beam moves, wrinkles are smoothed out, tension in the back of the head disappears, folds on the forehead are weakened, eyebrows “fall”, eyes “cool”, clamps in the corners of the lips are loosened, shoulders are lowered, and the neck and chest are freed. A bright inner ray creates the appearance of a new, calm, confident and prosperous person.

7) Exercise “my house” (“my room”). To implement it, you need to sit down, relax and start building in your imagination your favorite house or room with a view of a river, lake, forest or somewhere else. Arrange it the way you want, imagine your chair, your favorite place in it. Remember it and mentally go into it to rest at any time during the day. Stay in it for 5 - 7 minutes and you will feel a surge of strength.

We have listed only a few methods. They will help you move through a crisis productively and feel more balanced and calm.

Questions:
1. Features of relationships in the military team.
2. Ways to resolve interpersonal conflicts.

As a result of the transformation of educational work into work with personnel, a significant reduction in the staff of educational officers, educational work as a specialized social institution ceases to exist and turns into a general function of command personnel. The implementation of this approach to educational work presupposes a significant improvement in their preparation for performing educational functions.
Military practice requires unit commanders to have extensive knowledge of the socio-psychological phenomena of military groups, among which the peculiarities of relationships between people occupy an important place.
In military collectives, in addition to official relationships, a wide variety of relationships are formed and developed, which arise spontaneously and are not officially regulated by anything.
The nature of the relationship affects the level of moral and psychological state of the unit’s personnel and is manifested in such indicators as the level of satisfaction with relationships in the team, the absence of conflicts among various categories of military personnel, and confidence in their colleagues.

Relationships arise in any community of people as a result of their mental interaction in joint activities, and are manifested in the ways people influence and influence each other. These methods of mutual influence, or forms of interpersonal and intergroup relations, are very diverse: authority, friendship, camaraderie, mutual responsibility, rivalry, sympathy and antipathy, imitation, familiarity, etc. Their experience is always subjective. They are based on the attitudes, orientations, and expectations of team members, which in turn are determined by the content and organization of joint activities and the values ​​that underlie their communication. Mutual relationships serve as the basis for the formation of public opinion in a team, the emergence of collective moods, are manifested in certain traditions, and act as a factor forming the socio-psychological climate of the team.
Relationships in a military team are a system of relationships that arise and develop between military personnel in the process of their interaction in all spheres of military activity and are accompanied by various emotional experiences of the individuals participating in them.
Relationships in the military team, depending on the areas of activity, are divided into official and unofficial.
Official (official) relations are the most important basis for the interaction of people when solving professional problems, including military personnel in combat, on combat duty, while performing guard and internal service (ship watch), and in everyday life. The system of these relations presupposes the strict fulfillment of combat, service, and labor duties and roles. These relationships are officially enshrined in the organizational structure of the military collective and are specified in the relevant governing documents: laws, orders, charters, rules, instructions. Within this framework, service-business, legal, moral, ethical and other relationships are distinguished.
Service relations are divided into relationships “vertical” (between superiors and subordinates) and “horizontal” (between equals in position and rank).
Unofficial (non-official) relationships - such relationships develop depending on the individual characteristics of military personnel, their feelings, likes and dislikes, collective ideals and intra-collective roles, and cover social activities, recreation and leisure of military personnel.
Relationships are based on certain motives (interest, understanding of the need to interact, cooperate, communicate, etc.) and include certain behaviors (speech, actions, facial expressions, gestures, etc.), emotions and feelings (satisfaction with communication, sympathy , antipathies, attractiveness, mutual attraction, positive or negative states), cognition (perception of another, thinking, imagination, representation), will (restraint in the absence of mutual understanding, self-control in case of conflict, providing assistance in a difficult situation).
The relationships between military personnel are various forms of their direct contacts during service, combat training, social work, everyday and everyday communication. These contacts include thoughts, feelings, assessments, ideas about each other, likes, dislikes, etc. Relationships depend on how one person perceives and evaluates the other. In turn, a person’s perception and assessment of others depends on the characteristics of his personality, experience, and knowledge. Therefore, the relationships between military personnel are influenced by such individual characteristics as orientation, character, temperament, interests, erudition, culture, habits, age, nationality, etc.
Relationships in a team depend on the level of organization of joint activities, the personal example of the unit commander, consciousness, sense of duty, beliefs and worldview. An important role in relationships is played by the psychological compatibility of people, mutual compliance, politeness, willingness to help, obey, and goodwill.
The requirements of general military regulations regulate relationships categorically in the form of strict subordination, obedience to commanders, camaraderie and mutual assistance. At the same time, relationships in the army in terms of personal relationships between servicemen presuppose mutual respect, understanding of the high social role of each as a defender of the Fatherland, the need for solidarity and cohesion.
In relations with subordinates, unit commanders must show respect for their personal dignity, combine demandingness with care, trust, goodwill, responsiveness, and fairness. The dismissive, rude, arrogant, intimidating and unfriendly attitude of a boss towards a subordinate is contrary to the requirements of the regulations. The statutory attitude of unit commanders towards subordinates generates a reciprocal positive attitude both towards the boss and as a person.
Subordination is subjectively experienced depending on the individual characteristics of the serviceman and commander, the situation, the tasks performed, the mood and opinion of the team. Therefore, for one serviceman, subordination is an externally imposed, unpleasant attitude; they perceive the order as an encroachment on freedom, independence, and dignity. Such a warrior more easily perceives demands in the form of a request. For another soldier, submission is convenient and pleasant. For the third, subordination is a conscious need to fulfill the tasks of the service.
The unit commander should not build his official relationships with his subordinates on a strictly official basis. You must be close to your subordinates, deeply respect their dignity, and understand the inner world of the personality of each of them. To understand the inner world of another person means to be able to put yourself in his place and see the surroundings as if through the eyes of this person.
Relationships that comply with the regulations and moral standards exclude rudeness, unhealthy pride, alienation, disrespect for each other, help create a cheerful mood among military personnel, and help each of them mobilize their strength to overcome the difficulties of service. On the contrary, unfriendliness, indifference, inattention, disrespect, tactlessness, hostility, negative emotions and feelings, conflicts reduce the level of cognitive activity and the moral psychological atmosphere in the team of the unit. Therefore, the success of mastering and using weapons and equipment, developing the cohesion of military teams, and their combat coordination depend on the quality of relationships between military personnel.
Particularly close relationships are observed in small groups. The military collective has official and unofficial structures. The official structure corresponds to the staff of the unit, the informal structure consists of a system of informal statuses and roles.
Military personnel are united in microgroups according to various principles (community, common interests, etc.), which have both a positive and negative orientation. Microgroups arise on the basis of the need for mutual assistance in studying complex equipment, in spending free time together, and sometimes on the basis of a negative attitude towards the service, towards the commander. In the latter case, additional educational measures must be carried out with such a microgroup, the harm of its direction must be shown to the team, and the leader, if necessary, must be transferred to another unit.
To establish healthy relationships, it is important for the unit commander to create conditions for self-affirmation and for each serviceman to gain positive authority in the team.
A unit commander can build relationships with subordinates correctly only on the basis of a deeply conscious sense of the responsibility entrusted to him, high internal discipline and a critical attitude towards himself. Without constant self-control, a sergeant cannot expect to become a mature unit commander or a thoughtful and skillful educator of his subordinates.
The main direction in the work to form healthy relationships in the team is to create awareness among each service member of the unit of the need for friendship and camaraderie, mutual assistance, and constant internal readiness for this when performing military duty. What is needed is not simple knowledge of the laws and their requirements, but an understanding of the meaning and significance of military duty and service in general, as well as the fact that without military comradeship, their high-quality implementation is unthinkable. When attempting to manifest elements of hazing, there may be cases of undermining the combat readiness, cohesion of the team, or loss of its full capacity, therefore it is necessary to ensure that each member of the unit understands the social harmfulness of hazing and internal rejection of them.
Strengthening statutory relationships in the unit is facilitated by instilling patriotism, collectivism, self-esteem and honor among military personnel.
A feeling of satisfaction with belonging to a given team has a positive effect on the behavior of a serviceman, his attitude towards official duties and towards his comrades. The level of motivation of a serviceman increases from personal to socially significant, they merge and coincide. Consequently, his actions will always be aimed at realizing the interests of the team, and his attitude towards his comrades will be the same. There are many examples from the history of the Great Patriotic War when, after being treated in a medical battalion, soldiers and sergeants sought to return to their company, to their comrades. This is patriotism, collectivism, the manifestation of formed higher feelings.
An indispensable condition for ensuring statutory relationships in the unit is the constant, uniform, high and fair demands of commanders and superiors at all levels, control and continuous management of personnel. The awareness of each military personnel that not a single fact of hazing can remain unknown and unpunished restrains them and generally forms an appropriate style of behavior and relationships.
Healthy relationships between military personnel are formed if unit commanders personally observe and require their subordinates to fulfill the basic principles of relationships:
a) the principle of respect and subordination, which presupposes compliance of relationships with the norms of public morality and morality, as well as observance by all members of the team of the personal dignity, professional and social status of each military personnel;
b) the principle of cohesion - the formation of mutual assistance, mutual assistance and mutual understanding among military personnel;
c) the principle of humanism, which provides for humanity as the basis of relationships between military personnel, which is manifested in trust, sincerity and openness.
Relationships in a military team must be constantly in the field of view of the unit commander; without proper attention from commanders, relationships will form spontaneously and can lead to undesirable consequences, including conflicts.

In a military team, in the process of interaction between people, negative socio-psychological phenomena also appear, including interpersonal conflicts, which mean a clash of opposing interests, views, serious disagreements, heated disputes, etc.
Any conflict can be prevented if both parties are interested in it. When a conflict arises, as a rule, one person is the initiator; the other at that moment is faced with a choice:
- agree, at least outwardly, with the position and claims of the one who showed conflict in communication;
- ignore words and actions that provoke conflict;
- react in such a way as to end the conflict without putting your dignity to the test;
- react with aggression, boldly go into conflict;
- to force (in the relationship between superior and subordinate) to end the conflict.
Researchers K. Thomas and R. Kilmann identified the following five main styles of behavior in a conflict situation:
- adaptation, compliance;
- evasion;
- confrontation;
- cooperation;
- compromise.
General recommendations for resolving a conflict situation can be summarized as follows:
- acknowledge the existence of a conflict;
- determine the possibility of negotiations;
- agree on the negotiation procedure;
- identify the range of issues that constitute the subject of the conflict;
- develop solutions;
- make an agreed decision;
- implement the adopted decision in practice.
Psychologists' research shows that most conflicts can be avoided. To do this, unit commanders and subordinates need knowledge, skills, experience in communication, tolerance towards each other, and sometimes just goodwill.
As studies of conflicts have shown, most of them are resolved with the active intervention of superiors in almost nine cases out of ten.
Almost half of all conflicts are resolved in the most common way (but not the most effective) - a concession by one of the rivals.
The way out of every fifth conflict is a compromise, i.e. mutual concessions of the parties. Everyone gives in to something fundamental for him, but at the same time partially achieves what he wants.
Very rarely do opposing sides use a method of conflict resolution such as cooperation. The main thing for them is not to win, but to solve the problem. This method is the most effective, as it allows you to resolve the contradiction underlying the conflict.
Sometimes in a protracted conflict, the parties, tired of a long struggle, abandon it and stop active actions. In such a situation, the conflict naturally fades away. The contradiction that led to it may remain and serve as the basis for the emergence of a new conflict. Therefore, it is advisable to strive to ensure that this contradiction is largely or at least partially resolved.
It is important, of course, that the servicemen themselves, when conflicting with each other, find a path to reconciliation, therefore, in order to speed up the exit from the conflict, it is advisable for the unit commander to advise his subordinates:
- reduce negative emotions towards your opponent;
- try to change your views about him as a person, concentrate attention on his positive qualities and actions;
- remember, because the conflict itself is not beneficial for you;
- listen to the analysis of the conflict “from the outside”;
- figure out how to solve the problem without conflict.
In all cases, it is important to understand the situation, try to identify the opponent who has the truth on his side, and support him. This will contribute to the progressive development of the team and a positive resolution of the contradiction that lies at the heart of the conflict. If you simply try to reconcile those in conflict without defining right and wrong, then such a solution will not give good results. When both opponents are wrong, then the strategy of smoothing out the contradiction, mutual concessions, and reconciliation makes sense.
Practice proves that preventing a conflict is easier than resolving it. Having understood the true causes of the conflict, in all cases it should be resolved with maximum benefit for the socio-psychological climate of the military collective.
Psychological science has developed recommendations for unit commanders on the prevention of conflicts with subordinates. These recommendations will help in working with subordinates, and they boil down to the following:
1. Set clear, specific, realistic tasks for your subordinates and ensure their implementation.
2. Your orders and instructions must be legally justified, must not run counter to statutory requirements, and especially not infringe on human dignity. Remember, about 15 percent of conflicts between superiors and subordinates arise from insults.
3. Systematically monitor the quality, completeness and timeliness of implementation of your instructions. This will reduce the likelihood of violations. At the same time, petty supervision is extremely undesirable.
4. Do not rush to make an unambiguous assessment of the quality of a subordinate’s performance. First, understand the situation deeply. Evaluate what he has achieved based on the initial state of affairs and the successes of other military personnel. Know that 80 percent of conflicts with subordinates arise due to unfair assessment of their performance.
5. Do not try to rehabilitate a careless serviceman in a short time. Rash and decisive attempts to “make a man out of him” more often than not lead to nothing good, but only provoke conflict. It is important to form in the subordinate the conviction that the shortcomings in his behavior or character interfere primarily with himself, and eliminating them will improve his position in the team and increase his authority.
6. Criticize after you praise. By starting a conversation with a subordinate with something positive about his service, you will win him over, help him better understand the essence of the comments and realize the need to eliminate shortcomings.
7. Remember, it is not the personality that needs to be assessed, but the action, the results of one’s performance. Using such generalizations as “you are never able to complete anything on time”, “you are always dishonest”, “you are constantly late for work”, etc. will only bring a negative result. The serviceman will clearly consider such assessments unfair.
8. It is unacceptable to transfer the blame for a subordinate’s violation onto the entire social group to which he belongs. In particular, the nationality of the serviceman should be taken into account here.
9. Don’t be afraid to harm your authority by admitting mistakes. On this, teach your subordinates to correctly evaluate their actions and actions. Honesty and integrity are always appreciated by people, and especially if these qualities are manifested by a leader.
10. Do not turn your subordinates into a “lightning rod” in your conflicts with a superior commander. By discharging negative emotions on them from unpleasant communication with their boss, you will stabilize your internal state (you were unable to do this in relation to the commander for a number of reasons). However, by doing so you will create a new source of conflict tension - with your subordinates.
11. Punish less often and help subordinates correct mistakes they have made more often. Practice shows that the following strategy is more effective: fewer offenses - fewer conflicts - fewer punishments - fewer problems.
Thus, in a military team, in the process of joint activities, military personnel constantly interact with each other, as a result of which various relationships are formed.
Their moral and mental state, discipline and academic performance significantly depend on the nature of the relationships between military personnel. The unit commander cannot help but deal with the problems of relationships between his subordinates, since they affect the level of combat readiness of the unit.
Educational practice confirms that personnel and those military groups that are engaged in joint activities associated with high responsibility and risk (combat services, long sea voyages, performing complex tasks at sea or on shore) are distinguished by cohesion, monolithicity, and it is extremely rare among them conflicts arise, and the contradictions that arise are resolved taking into account the objective need for coordinated actions.
In order to create a healthy moral and psychological climate, unit commanders must personally observe and demand from their subordinates the fulfillment of the basic principles of relationships in the military team: respect and subordination, cohesion and humanism.

Methodical recommendations
In the introductory remarks, it should be noted that in the modern Russian Armed Forces, the institution of educational work has been transformed into work with personnel, while some of the educational functions have fallen on the shoulders of commanders.
When studying the first question, it is important to define the concept of “relationships in a military team”, to reveal their types, the factors influencing them, the principles of construction, and to name the main participants in these relationships using the example of a specific unit where students of the training course are serving.
The second educational question should focus on practical recommendations for resolving interpersonal conflicts in military teams. It is worth emphasizing that the unit commander is obliged to deal with problems of relationships between subordinates, since they directly affect the level of combat readiness of the unit.

Recommended reading:
1. Military pedagogy and psychology: Textbook / Ed. P.A. Helmsman, L.G. Lapteva, V.G. Mikhailovsky - M.: “Perfection”, 1998.
2. Modern military psychology: Reader / Comp. A.A. Urbanovich. - Mn.: “Harvest”, 2003.
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Captain 2nd Rank Vasily MARYUTIN,
Associate Professor of the VUNTS Navy "Naval Academy"
named after Admiral of the Fleet of the Soviet Union N.G. Kuznetsova"

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

What is conflict?

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

During a conflict, each side takes and defends an opposing position towards each other. None of the opponents wants to understand and accept the opponent’s opinion. The conflicting parties can be not only individuals, but also public groups and states.

Interpersonal conflict and its features

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

Interpersonal conflict can occur both between people who know each other well and constantly communicate, and between those who see each other for the first time. In this case, the relationship is clarified by the opponents face to face, through a personal dispute or discussion.

Stages of interpersonal conflict

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

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

At the second stage of the conflict, the parties realize that it will not be possible to overcome their differences peacefully. So-called tension arises, which increases and gains power.

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

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

Types of interpersonal conflicts

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

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

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

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

Causes of interpersonal conflicts

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

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

Conflicts can be provoked by differences between people in goals, views, ideas about certain things, and manners of behavior and communication. In addition, the cause of confrontation can be a person’s personal characteristics.

Interpersonal conflicts in the organization

Almost all people spend most of their time at work. During the performance of duties, disputes and contradictions often arise between employees. Conflicts in interpersonal relationships that occur in organizations very often slow down the company’s activities and worsen the overall result.

Conflicts in organizations can occur both between employees occupying the same position and between subordinates and superiors. The reasons for the emergence of contradictions may be different. This includes shifting responsibilities to each other, and a feeling of unfair treatment from management, and the dependence of employees’ results on each other.

Conflict in an organization can be provoked not only by disagreements about work issues, but also by problems in communication between colleagues. Most often, confrontation can be resolved by employees themselves through negotiations. Sometimes the management of interpersonal conflicts is taken over by the head of the organization, he finds out the reasons and tries to resolve the problems that have arisen. It happens that the matter may end with the dismissal of one of the conflicting parties.

Interpersonal conflicts between spouses

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

Material problems significantly aggravate conflicts. Many domestic quarrels could be avoided if every family had enough resources. The husband doesn’t want to help his wife wash the dishes - let’s buy a dishwasher, there is an argument over what channel we will watch - no problem, let’s get another TV. Unfortunately, not everyone can afford this.

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

Interpersonal conflicts between people of different generations

The conflict between “fathers and sons” can be viewed in a broad and narrow sense. In the first case, it occurs within an individual family, while in the second it is projected onto the entire society as a whole. This problem has existed at all times; it is not new to our century.

Generational conflict occurs due to differences in views, worldviews, norms and values ​​between young people and older people. However, this difference does not necessarily provoke conflict. The reason for the struggle between generations is the unwillingness to understand and respect each other's interests.

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

To ensure that your family is not affected by generational conflict, it is necessary to constantly show respect and patience to each other. Old people should often remember that they were once young and did not want to listen to advice, and young people should not forget that after many years they will also become elderly.

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

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

Starting from early childhood, a person conflicts with others. For example, the kids did not share the toys, the child does not obey the parents. In adolescence, generational conflict often comes first.

Throughout our lives, we have to periodically defend our interests and prove that we are right. At the same time, it is impossible to do without conflicts. All we can do is reduce the number of conflicts to a minimum, try not to succumb to provocations and avoid quarrels without good reason.

Rules of behavior in a conflict situation

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

First, you need to learn to separate your attitude towards the person with whom you have a disagreement from the problem itself that needs to be solved. Don’t start insulting your opponent or getting personal, try to behave with restraint and calm. Give reasons for all your arguments, try to put yourself in your opponent’s place and invite him to take your place.

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

Ways to get out of a conflict situation

The best way out is for the warring parties to find a compromise. In this case, the parties make a decision that suits all parties to the dispute. There are no remaining agreements or misunderstandings between the conflicting parties.

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

To prevent the conflict from gaining momentum, you can try to smooth it out. In this case, the person who is accused of something agrees with the reproaches and claims, and tries to explain the reason for his actions and actions. Using this method of getting out of a dispute does not mean that the essence of the conflict is understood and the mistakes are realized. It’s just that at the moment the accused does not want to enter into conflict.

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

How to prevent interpersonal conflicts

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

First, you need to limit your communication as much as possible with potentially arrogant, aggressive, secretive individuals. If it is not possible to completely stop communicating with such people, try to ignore their provocations and always remain calm.

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

In what situations should you not conflict?

Before entering into conflict, you need to think carefully about whether you really need it. Very often people start to sort things out in cases where it makes no sense at all.

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

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

Before getting involved in a conflict, you need to evaluate the pros and cons, think about what consequences it could lead to, how your relationship with your opponent will change, and whether you want this, how likely it is that during the dispute you will be able to achieve your goals. You also need to pay great attention to your emotions at the moment of threat of a quarrel. It may be worth using tactics to avoid the conflict, cool down a little and think carefully about the current situation.

Federal Agency for Education

State educational institution

higher professional education

Tula State University

Department of Psychology

Test coursework in psychology on the topic:

Interpersonal conflicts: types, ways to resolve them

Completed by: student gr.820171

Prokhorov Alexander Mikhailovich

Checked by: Assistant of the Department of Psychology

Borodacheva O.V.

Introduction……………………………………………………………………………………………………………..3

I. Interpersonal conflicts: theoretical and methodological aspect…………………….4

1.1. Interpersonal conflicts: concept, functions, features……………………………..4

1.2 Typology of interpersonal conflicts………………………………………………………7

II. Resolving interpersonal conflicts………………………………………………………………...10

2.1 Basic models of negotiations and styles of resolving interpersonal conflicts………10

2.2 Methods for preventing interpersonal conflicts…………………………………….13

Conclusion………………………………………………………………………………………16

List of references…………………………………………………………………………………..17

Introduction

Relevance of the research topic. Interest in the theoretical and practical study of conflicts is currently explained by the increased conflict and tension in various spheres of public life. A certain contradiction has arisen between the demands of conflict management practice and the theoretical and practical capabilities of modern psychology to understand current phenomena and develop practical approaches and recommendations for working with conflicts. The reduced interest in negative social phenomena, traditional for Russian social science of the past, led to insufficient research attention to the study of conflicts, which could not but affect their theoretical description.

The degree of development of the problem. In foreign and domestic literature, the problem of interpersonal conflicts has received some attention. In research on various aspects of this topic, significant contributions were made by Yu. Emelyanova, S. Rubinstein, A. Leontyev and a number of other researchers.

Object of study: interpersonal conflicts.

Subject of research: typology of interpersonal conflicts.

Purpose of the study: analyze interpersonal conflicts from the point of view of their typology and ways to resolve them

To achieve this goal, it is necessary to complete a number of tasks:

Consider the concept, functions, features of interpersonal conflicts;

Identify the main types of interpersonal conflicts;

Determine the basic models of negotiations in resolving interpersonal conflicts;

Analyze methods for preventing interpersonal conflicts.

Research methods: analysis of scientific sources and periodicals.

I. Interpersonal conflicts: theoretical and methodological aspect

1.1. Interpersonal conflicts: concept, functions, features and styles of behavior

Interpersonal conflicts- open clashes between interacting subjects based on the contradictions that have arisen, acting in the form of opposing goals that are incompatible in a particular situation.

Interpersonal conflict is found in interactions between two or more individuals. In interpersonal conflicts, subjects confront each other and sort out their relationships directly, face to face. This is one of the most common types of conflicts. They can occur both between colleagues and between the closest people.

In an interpersonal conflict, each side wants to defend its opinion, to prove the other wrong, as a result of which people resort to mutual accusations, attacks on each other, verbal insults and humiliations, etc. Such behavior causes acute negative emotional experiences in the subjects of the conflict, which aggravate the interaction of the participants and provoke them to extreme actions.

A. Shipilov distinguishes three periods of interpersonal conflict:

o pre-conflict: the emergence of an objective problem situation, awareness of the objective problem situation and attempts to solve it in non-conflict ways;

o conflict: balanced opposition and completion of the conflict;

o post-conflict situation: partial or complete normalization of relations.

Doctor of Psychology D. Dana , one of the pioneers in the field of conflict resolution, highlights only three level of development of the conflict:

jokes: minor troubles that do not pose a threat to the relationship;

oclashes: escalation of skirmishes into clashes - expansion of the range of reasons causing quarrels, decreasing desire to interact with others;

ocrisis: the escalation of clashes into a crisis is the final decision to break off relationships that are unhealthy.

In any case, for an interpersonal conflict to arise, there must be contradictions (objective or imaginary). Contradictions that arise due to discrepancies in people’s views and assessments on a variety of phenomena lead to a situation of dispute. If it poses a threat to one of the participants, then a conflict situation arises.

A conflict situation is characterized by the presence of opposing goals and aspirations of the parties to master one object.

In a conflict situation, the subjects and object of the conflict are identified.

Subjects of interpersonal conflict include those participants who defend their own interests and strive to achieve their goals. The object of an interpersonal conflict is considered to be what its participants claim. This is the goal that each of the warring entities strives to achieve.

Distinctive features of interpersonal conflicts are:

o the confrontation between people occurs directly, here and now, based on the clash of their personal motives;

o the whole spectrum of known causes is manifested: general and particular, objective and subjective

o Interpersonal conflicts for subjects of conflict interaction are a kind of field for testing character, manifestation of abilities, intelligence, temperament, will and other individual psychological characteristics;

o are characterized by emotionality and coverage of almost all aspects of relations between conflicting entities;

o affect the interests of the environment.

TO constructive functions of interpersonal conflicts include:

o cognitive: the emergence of conflict acts as a symptom of dysfunctional relationships and manifestations of emerging contradictions;

o development function: conflict is a source of improving the interaction process;

o instrumental: conflict is a tool for resolving contradictions;

o perestroika: the conflict contributes to the development of mutual understanding between the participants.

Destructive functions of interpersonal conflicts related to:

o destruction of existing joint activities;

o deterioration or breakdown of relationships;

o negative well-being of participants;

o low efficiency of further interaction, etc.

The following are distinguished: styles of behavior in interpersonal conflict: confrontation, evasion, adaptation, compromise, cooperation, assertiveness.

1. Confrontation is characterized by persistent, uncompromising defense of one’s interests, for which all available means are used.

2. Avoidance - associated with an attempt to avoid the conflict, not to attach great value to it, possibly due to the lack of conditions for its resolution.

3. Adaptation - presupposes the subject’s willingness to sacrifice his interests in order to preserve the relationship.

4. Compromise - requires concessions from both sides to the extent that through mutual concessions an acceptable solution is found for the opposing parties.

5. Cooperation - involves the parties coming together to solve the problem. With such behavior, different views on the problem are considered legitimate. This position makes it possible to understand the causes of disagreements and find a way out of the crisis that is acceptable to the opposing parties without infringing on the interests of each of them.

6. Assertive behavior (from the English assert - to assert, to defend). This behavior presupposes a person’s ability to defend his interests and achieve his goals without infringing on the interests of other people. It is aimed at ensuring that the realization of one’s own interests is a condition for the realization of the interests of interacting subjects. Assertiveness is an attentive attitude towards both yourself and your partner. Assertive behavior prevents the emergence of conflicts, and in a conflict situation helps to find the right way out of it.

All of these styles of behavior can be either spontaneous or consciously used to achieve the desired results when resolving interpersonal conflicts.

1.2 Typology of interpersonal conflicts

Psychologist A. Karmin distinguishes their reality or truth or falsity as a criterion for classifying interpersonal conflicts:

Genuine conflict: existing and adequately perceived;

Random or conditional conflict: depends on changing circumstances, which is not always adequately recognized by the parties;

Displaced conflict: hides an implicit but deep conflict;

Misattributed conflict between parties misunderstanding and misinterpreting issues;

Latent conflict is an unconscious conflict that still exists in a hidden form;

False conflict: exists due to errors of perception or interpretation, and has no objective basis.

There is a typology of interpersonal conflicts based on the reasons for their occurrence. According to this criterion, all conflicts can be divided into two large groups:

Deep conflicts that include in their orbit values, interests, and goals associated with the image of “I” that are important to the individual. They can exist for a long time without revealing themselves clearly. They arise naturally, as they are determined by the mental make-up of the individual, the history of his development and communication. The reasons for their appearance are internal, determined by the deep needs and values ​​of the individual.

Situational conflicts have an external, most often spontaneous, reason for their occurrence and do not affect the important life values ​​of the individual. They are emotionally explosive and begin immediately with the incident. Examples of the beginning of such conflicts are the rudeness of the seller, a reprimand from the boss, an item not returned on time, a book taken without permission, etc.

The most common typology of interpersonal conflicts is based on the sphere of their manifestation:

Interpersonal conflicts in the family;

Interpersonal conflicts in the pedagogical process.

The family is constantly in the process of development, as a result of which unforeseen situations arise and family members have to react to all changes. And their behavior in various situations is influenced by temperament, character and personality. It is not surprising that in every family various kinds of clashes inevitably arise between its members.

The most typical causes of interpersonal conflicts in the family are:

Interpersonal compatibility: lack of understanding of each other, based on differences in value orientations, social attitudes, interests, motives, needs, characters, temperaments, level of personal development;

Leadership in the family: a leader can lead a family quite successfully, can suppress the initiatives of another, creating internal confrontation in him, fraught with open or hidden conflicts;

Superiority: in the initial period of family life, there are often cases when one of the spouses seeks to prove his superiority;

Household chores: the division of household chores is an enduring insoluble problem and the cause of conflict situations in the family.

Family budget: conflict situations can arise when one of the spouses thinks that the other is spending money unsustainably or one of the spouses receives more than the other.

Intimate and personal adaptation of the family: moral, mental and physiological satisfaction with each other in intimate relationships.

In pedagogical practice, the main types of interpersonal conflicts are conflicts:

- “student - student”: most of the conflicts among students arise due to claims to leadership in micro-groups of the class;

- “student - teacher”: schoolchildren strive for autonomy, openly defend the right to be themselves, independently resolve issues that concern them personally, have their own attachments, as well as their own views on what is happening around them. At this age, the reaction to insensitive remarks becomes much sharper and can lead to conflicts in any form.

- “teacher - teacher”: conflict situations among teachers arise not only due to the uniqueness of temperament and character, but also in cases of a low level of personality development.

Among interpersonal conflicts between a teacher and a student, according to M.M. Rybakova, the following conflicts are highlighted:

An activity conflict that arises between a teacher and a student and manifests itself in the latter’s refusal to complete an educational task or its poor performance.

Conflict of actions: every mistake a teacher makes when resolving a conflict gives rise to new problems and conflicts, which involve other students.

Relationship conflicts that arise as a result of the teacher’s inept resolution of problematic situations and are of a long-term, protracted nature. These conflicts acquire a personal meaning, give rise to long-term hostility between the student and the teacher, and disrupt their interaction for a long time.

II. Resolving interpersonal conflicts

2.1 Basic negotiation models and styles of resolving interpersonal conflicts

The following algorithm for resolving interpersonal conflicts is assumed:

Determine the cause and essence of the problem;

Talk to everyone affected by the conflict, discuss opinions, smoothly moving on to the next point;

Find out all the desires and interests of the participants;

Find all possible solutions, trying not to refuse other offers, and highlight the best options.

According to experts in the field of conflict resolution, the interaction strategies chosen by the participants in a conflict situation become the decisive factor in overcoming this conflict situation.

Behavioral strategies of participants in an interpersonal conflict situation are divided into three main categories.

1. power strategies: these include behavioral strategies of conflict participants aimed at achieving their own interests without taking into account the interests of the partner. In psychology they are described as dominance, competition, rivalry.
2. Another group of interaction strategies in conflict is formed by such forms of behavior that are based on the desire to avoid the conflict. They may be of the nature of ignoring the problem, not recognizing the existence of a conflict, or avoiding the problem instead of solving it.
3. the third form of avoiding conflict is compliance, readiness to neglect and sacrifice one’s interests and goals. It can have a justified, rational nature in cases where the subject of the conflict is not very significant for a person. This group of strategies is regarded as the most effective way to resolve interpersonal conflicts. It combines a variety of negotiation strategies leading to the development of solutions that more or less satisfy the interests of both parties.

When resolving interpersonal conflicts, there are two negotiation models:

· “mutual benefits” model: it is possible to find solutions to the problem that fully satisfy the interests of both parties. This is possible in situations where the interests of the parties, although contradictory, are not incompatible.

· the “concessions-convergence” model: used in cases where the interests of the parties are incompatible and only compromise solutions obtained through concessions by the parties are possible.

In any case, negotiation strategies for resolving conflicts are united by the fact that the interaction of participants from contradictory becomes coordinated, based on common interest.

The resolution of a conflict can be considered final only if the participants in a conflict situation not only find some solution to the problem that has become the subject of their disagreement, but come to this solution as a result of agreement. This allows us to count not only on the elimination of controversial issues dividing them, but also on the restoration and normalization of their relations and interactions that may have been disrupted. Agreement between the parties regarding one or another solution is possible only as a result of agreements between the parties, which is why negotiation strategies are truly constructive ways of resolving interpersonal conflicts.

There are five other basic interpersonal conflict resolution styles:

· avoidance of resolving a contradiction that has arisen, when one of the parties to whom the “accusation” is brought takes the topic of communication in another direction. Leaving as an option for the outcome of a conflict is most characteristic of the psychological type of “thinker,” who is not always immediately ready to resolve a difficult situation. He needs time to think through the reasons and ways to solve a conflict problem. This type of resolution is also used by the “practitioner,” adding an element of reciprocity of accusation.

· smoothing, when one of the parties either justifies itself or agrees with the claim, but only for the moment. Justifying oneself does not completely solve the conflict and can even aggravate it, as the internal, mental contradiction intensifies.

· compromise as an open discussion of opinions aimed at finding the most convenient solution for both parties. In this case, partners put forward arguments in their own and in others’ favor, do not postpone decisions until later and do not unilaterally force one to one possible option. The advantage of this outcome is the reciprocity of equality of rights and obligations and the legalization (opening) of claims.

· coercion is an unfavorable and unproductive outcome of a conflict when none of the participants takes into account the position of the other. It usually occurs when one of the parties has accumulated enough minor grievances, gathered strength and put forward strong arguments that the other side cannot overcome.

· problem solving: in order to determine the essence of the conflict, its participants must coordinate their ideas about the current situation and develop a specific strategy of behavior.

Resolving interpersonal conflicts is impossible without the adequacy of people’s perception of what is happening, the openness of their relationships and the presence of an atmosphere of mutual trust and cooperation.

2.2 Methods for preventing interpersonal conflicts

No matter how diverse conflicts are, the process of preventing them is characterized by some common features. First of all, as a stage of a broader management process, it is carried out within the framework of its necessary conditions and the fundamental ones analyzed earlier. In addition, it has its own prerequisites, specific stages, strategy and technology.

Conflict management involves not only regulating the confrontation that has already arisen, but also creating conditions for its prevention. Moreover, prevention has the greatest significance of the two indicated management tasks. It is the well-organized work to prevent conflicts that reduces their number and eliminates the possibility of destructive conflict situations arising.

All conflict prevention activities represent one of the concrete expressions of the human ability to summarize available theoretical and empirical data and, on this basis, predict and predict the future.

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

Knowledge of the general principles of management of social organizations, formulated by modern management theory, and the ability to use them to analyze conflict situations;

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

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

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

It follows that conflict prevention activities are very difficult. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected.

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

The most important socio-psychological methods aimed at correcting people’s thoughts, feelings and moods are the following:

1. The consent method involves carrying out activities aimed at involving potential conflictants in a common cause, during which potential opponents acquire a more or less wide field of common interests, they get to know each other better, get used to cooperating, and jointly solving emerging problems.

2. The method of benevolence, or empathy, of developing the ability to empathize and sympathize with other people, to understand their internal states, involves expressing the necessary sympathy for a workmate, partner, and readiness to provide him with practical assistance. This method requires the exclusion of unmotivated hostility, aggressiveness, and impoliteness from relationships.

3. a method of preserving a partner’s reputation and respect for his dignity. When any disagreements arise that are fraught with conflict, the most important method of preventing negative developments is to recognize the dignity of the partner and express due respect for his personality.

4. a method of mutual complementation, which involves relying on a partner’s abilities that we ourselves do not have.

5. The method of preventing discrimination against people requires avoiding emphasizing the superiority of one partner over the other, and even better, any differences between them. Of course, one can criticize the egalitarian method of distribution as unfair, inferior to the method of individual reward.

6. The last of the psychological methods for preventing conflicts is borrowed from animal training specialists, from trainers who, as we know, always reward their students for well-executed commands. This method can conditionally be called the method of psychological stroking. He assumes that people’s moods and feelings can be regulated and require certain support. For this purpose, practice has developed many ways, such as anniversaries, presentations, various forms of joint recreation for members of work collectives. These and similar events relieve psychological stress, promote emotional release, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

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

Conclusion

It is impossible to avoid conflicts, and there is no need for this, since any conflict, interpersonal as well, is a form of manifestation of objective contradictions that arise in the process of social interaction, contributes to their development and transition to a higher level. The task is to minimize the destructive consequences of conflicts, reduce their destructive potential, using methods for their constructive resolution. To do this, first of all, it is necessary to analyze the causes of the conflict and its structure.

Conflict resolution is a complex multi-step process, which, based on the diagnosis of conflicts, is expressed in the prevention, containment, and regulation of conflicts. Conflict management is characterized by developing strategies for conflict behavior, suppressing or stimulating conflicts, and reducing the level of conflict destruction.

List of used literature

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7. Slastenin, V.A. Psychology and pedagogy [Text] / V.A. Slastenin. – Moscow Publishing House Academy, 2007. – 487 p.