Conditions for successful conflict resolution. Conditions for constructive conflict resolution
Main criterion resolved conflict - satisfaction of the parties result. For others, such parameters as the degree of resolution of the contradiction underlying the conflict (the degree of normalization of the parties’ relations and relationships with other people depend on this) and the victory of the right opponent are also important.
Affiliate type conflict resolution - resolving conflict through the use of constructive methods.
Its main features are that it takes place:
Constructive interaction between the leader and conflicting parties. In order for the arguments of the head of the organization to be accepted or at least listened to, the manager needs to instill trust in himself, eliminate negative feelings, observe etiquette, and correctness in handling;
Perception of the opposing side's arguments;
Willingness to compromise, mutual search for solutions; development of mutually acceptable alternatives;
The desire to combine personal and organizational factors;
Perception as a normal factor of activity.
The partnership type of conflict has its advantages. It is closer to the real solution to the problem, it allows you to find unifying factors, i.e. satisfy (maybe not always completely) the interests of the parties. Of no small importance is:
· creating a favorable work atmosphere,
· friendly interpersonal relations of team members in the process of work,
· ability to distinguish reasons from reasons,
· choose the most sure ways conflict resolution.
Conditions for constructive conflict resolution:
Ø cessation of conflict interaction;
Ø search for close or even common points of contact (conflict map);
Ø reducing the intensity of negative emotions;
Ø elimination of the “enemy image”;
Ø reduction of negative emotions in the opponent;
Ø an objective view of the problem;
Ø taking into account each other’s statuses;
Ø selection of the optimal resolution strategy.
Factors for constructive conflict resolution:
Ø Time: a reduction in time leads to an increase in the likelihood of choosing aggressive behavior;
Ø Third party: the participation of third parties seeking to resolve the conflict leads to a calmer course and quicker resolution;
Ø Timeliness: the sooner the parties come to a settlement, the better;
Ø Balance of Power: if the parties are approximately equal, they have no choice but to seek a compromise;
Ø Culture: high level the common culture of opponents reduces the likelihood of a violent conflict;
Ø Unity of values: the existence of agreement between the conflicting parties about what should constitute an acceptable solution;
Ø Experience: the presence of experience in resolving a conflict on at least one of the parties leads to faster resolution
Ø Relationship: Good relations between the parties before the conflict speed up its resolution.
Stages of Conflict Resolution
Conflict resolution is a multi-stage process that has its own logic, i.e. stages.
1. Analytical this n(collection and assessment of information on the following issues):
Ø - object of conflict
Ø - opponent
Ø - own position
Ø - reasons and immediate cause
Ø - social environment
Ø - secondary reflection (revision of the situation taking into account the above analyzed elements).
2. Forecasting a solution option:
Ø - most favorable
Ø - least favorable
Ø - what will happen if you just stop actions.
3. Determination of criteria for conflict resolution.
4. Actions to implement the planned plan.
5. Monitoring the effectiveness of actions.
6. Error analysis.
Ways to resolve conflict
Basic tactics of influencing an opponent in a conflict.
Tactics– this is a set of techniques for influencing an opponent, a means of implementing a strategy. In conflicts, the development of options for using tactics usually goes from soft to harder.
Conflict resolution strategies are the main lines of action of opponents to influence the conflict situation.
Tough tactics
Pressure tactics- presentation of demands, instructions, orders, threats, up to an ultimatum, presentation of compromising materials, blackmail. In vertical conflicts, it is used in two of three options.
Tactics of physical violence (damage)– destruction material assets, physical impact, causing bodily harm, blocking someone else’s activities.
Tactics for capturing and holding an object conflict A. It is used in interpersonal, intergroup, interstate conflicts where the object is material.
Tactics of psychological violence (damage) – insult, rudeness, negative personal assessment, discriminatory measures, misinformation, deception, humiliation, etc.
Neutral tactics
Coalition tactics. The goal is to strengthen your rank in the conflict. It is expressed in the formation of unions, increasing the support group at the expense of leaders, friends, appeals to the media, and authorities.
Authorization. Influencing an opponent through penalties, increasing workload, imposing a ban, open refusal to carry out orders.
Demonstration tactics. It is used to attract attention to one’s person (public statements, complaints about health conditions, absenteeism from work, hunger strikes, demonstrations, etc.).
Soft tactics
Tactics for fixing your position. Based on the use of facts and logic to confirm one’s position (most often used).
Friendly tactics. Includes correct appeal, emphasizing the general, demonstrating readiness to solve the problem, providing the necessary information, offering help, etc.
Transaction tactics. Provides for the mutual exchange of benefits, promises, concessions, and apologies.
The same tactic can be used within different strategies.
Types of tactics and their specificity.
Methods, or tactics, for resolving conflicts are as diverse as the conflict situations. However, they can all be summarized as follows:
(1) tactics of leaving or avoiding conflict;
(2) forceful suppression or method of violence;
(3) the method of unilateral concessions or accommodations;
(4) tactics of compromise or cooperation.
It is easy to see that the basis for this classification of conflict management tactics is the degree of readiness of the parties to meet each other halfway in the confrontation that has arisen.
Tactics of leaving or avoiding conflict
The least degree of such readiness is distinguished by the tactics of avoiding the conflict, which is sometimes called the tactics (method) of avoidance. Nevertheless, it is a very popular way of behavior in a conflict situation; it is often resorted to both by the participants in the conflict and by those who, due to their official status, must act as a mediator in its resolution.
The essence of this tactic is to ignore the conflict situation, refuse to acknowledge its existence, leave the “scene” on which the conflict unfolds, and remove oneself either physically or psychologically. This tactic means that a person who finds himself in a conflict situation prefers not to take any constructive steps to resolve or change it.
At first glance, it may seem that this tactic should only be assessed negatively. But upon closer examination, it turns out that, like any method, this line of behavior in a conflict has its pros and cons.
The advantages of avoidance tactics are as follows:
(1) it is quickly feasible, since it does not require the search for either intellectual or material resources. So, for example, a manager, avoiding conflict, may not respond to another written request from a subordinate to provide him with certain benefits, since this request is unreasonable;
(2) it makes it possible to delay or even prevent conflict, the content of which is insignificant from the point of view of the strategic goals of a given organization or group. Thus, parents may close their eyes and “not mess with” their adult daughter because the skirts she wears are not of the length that, in their opinion, meets the requirements of decency.
But this tactic also has its downsides. Thus, under certain conditions, it can lead to an escalation of the conflict, since the reason that caused it is not overcome by avoidance tactics, but is only preserved. And if this problem is real and significant, then this delay can only lead to an aggravation and not a resolution of the conflict. However, despite its disadvantages, this tactic can still be used.
The tactics of withdrawal, or avoidance, are also characterized by certain actions of the participants in the conflict, specific forms of their behavior: concealment, classification of information necessary to resolve the conflict that has arisen, in order to prevent its possible aggravation when people become familiar with “explosive” information;
Refusal to recognize the very fact of the existence of the causes of the conflict, in the expectation that it will somehow be resolved by itself, without the active participation of the warring parties;
By delaying, under one pretext or another, the final solution to the problem that caused the confrontation.
Conditions under which escape tactics are used.
(1) If the reasons that gave rise to the confrontation are of little significance; if the immediate cause that gave rise to the conflict is only the “tip of the iceberg”, it only indicates the presence of other underlying preconditions for the conflict. Naturally, under these conditions, one should refrain from wasting energy on unimportant problems, saving them for solving other deep-seated problems when they are fully revealed.
(2) For certain time parameters of the conflict: if the conflict arose at a time when it is not possible to spend it on resolving the confrontation, since there are other pressing problems that are more significant from the point of view of the organization’s goals.
(3) When there is limited information available about the conflict, the necessary information is not available, and additional work cannot be done to collect data that would ensure an effective end to the conflict.
(4) If one of the conflicting parties does not have sufficient forces that are able to quickly and successfully resolve the conflict. Thus, an experienced military leader refrains from a full-scale battle until the reserves arrive, and only after their arrival begins a powerful attack on the enemy. This is precisely the tactic that Kutuzov followed during Patriotic War 1812
Force suppression tactics
In many ways, the method of forceful suppression is the opposite of the considered method of care. Its use indicates a higher degree of readiness to resolve the conflict on at least one of the parties. Its essence consists in the forced imposition of its decision on one of the parties. For the use of this tactic, there are also certain prerequisites that favor its success.
Prerequisites for the use of force methods.
(1) The decisive superiority of one of the parties in the available material and psychological resources, for example, the superiority of the administration, which is in conflict with the working collective of the plant.
(2) Emergence emergency requiring immediate action.
(3) The sudden need to make an unpopular decision, which will obviously be negatively received by the other side. That was the decision Russian government in August 1998, the termination of payments on government loan obligations, a default that led to a deep financial crisis. Actions of the same order include decisions by the enterprise administration to reduce wages or increasing the working day in conditions of bankruptcy threatening the enterprise.
(4) Subject to the indisputable legality of the actions of the party having a power advantage, when these actions are related to ensuring problems that are vital for a given structure, for example, the immediate dismissal of an employee who committed an act that caused serious material or moral damage to the organization; Such actions may include disclosure by an employee of a trade secret, failure to provide medical worker emergency care to the patient, disruption of classes by the teacher, etc.
(5) For any manifestations destructive forms behavior on the part of members of the organization, such as drunkenness, drug addiction, theft of property, absenteeism, violation of safety regulations, etc.
Power tactics also have their specific manifestations at the behavioral level. Here it is expressed in the following behavioral forms:
The use of predominantly coercive, forceful methods of influence with limited involvement of educational means, which in the conditions considered may turn out to be as ineffective as they turned out to be unsuitable in the situation described by I.A. Krylov in the famous fable “The Cat and the Cook”;
The use of a rigid, commanding style of communication, designed for the unquestioning subordination of one side of the conflict to the other; the use, in order to ensure the success of forceful tactics, of the mechanism of competition, which was already known to the ancient Romans under the name of the “divide and conquer” method and which is often used today under the more streamlined name of the “mechanism of checks and balances”; These mechanisms are most often used in practice in the form of a combination of punishment for negligent workers and incentive measures for conscientious workers.
They are contrasted with civilized, thoroughly rationalized methods based on the “win-win” principle, primarily the tactics of unilateral concessions and the tactics of compromises, mutually beneficial agreements or cooperation.
These tactics are more diverse and rich in content, although they are more difficult to implement in practice, since they require a certain level of conflictological literacy from the participants in the conflict. They are characterized by a focus on constructive resolution of the conflict, reducing the level of tension that has arisen, and increasing the level of cohesion of the organization. Mastering these tactics - necessary condition efficiency of modern management activities.
Method of unilateral concessions, or adaptations
One of the types of tactics this kind of- the method of unilateral concessions, or adaptation. For the successful application of this method, there are also a number of specific prerequisites related to the specific features of the conflict situation.
Such conditions may include the following.
(1) An obvious mistake discovered during the conflict, made by one of the parties, for example, by the administration of a plant when establishing production standards for manufactured products. Under these conditions, neither avoiding the conflict nor suppressing it by force is possible, and the only possible tactic that will help the administration “save face” will be a concession to workers in the form, for example, of reducing production standards to a reasonable limit. Such a step by the administration will undoubtedly be perceived as a manifestation of its self-criticism and ability to objectively assess the demands of employees, which will ultimately lead to strengthening the unity of the team and increasing the efficiency of its work.
(2) In conditions where the significance of the necessary concession for one of the parties turns out to be incomparable with its significance for the other party. In these circumstances, by making some small concessions, one side prevents the possibility of a significant release of conflict energy by the other side and thereby again achieves the restoration of agreement. Thus, by satisfying an employee’s request for short-term emergency leave for family reasons, the manager not only prevents a possible conflict, but also acquires a new ally in the person of this employee.
(3) In anticipation of possible crisis events for the group in the near future, when it is necessary to conserve strength, energy, resources for this future and, at the cost of concessions, preserve this period peace and tranquility. This is what governments do, for example, in the face of a military threat, hastily resolving disputes with neighboring states through individual concessions in the hope of winning them over to their side as allies in the coming war.
(4) One inevitably has to resort to the tactics of concessions when refusing them threatens one of the parties with much more serious immediate damage, when there is a situation of choice, as they say, “between life and wallet.” Similar situation often arises when negotiating with criminals who have taken hostages.
However, the method of unilateral concessions also has its weaknesses, since it does not fully, but only partially implements the “win-win” principle. After all, when using it, only one side benefits, while the other one way or another ends up at a loss, which sooner or later may turn out to be a source of new tension.
Tactics of compromise, mutual concessions
Therefore, more reliable effective method conflict resolution, the tactics of compromise and mutual concessions are recognized, which in the future can become the most reliable basis for long-term cooperation. This tactic is increasingly wide application in democratic countries and is considered in conflictology as a classic, that is, exemplary, method of resolving conflict situations.
Compromise is understood as the path of mutual concessions, a mutually beneficial deal, and the creation of conditions for at least partial satisfaction of the interests of the warring parties. Compromise, therefore, is a type of agreement based on mutual adjustment of the positions of both parties on the issues under discussion, the search for a mutually acceptable position on controversial issues. Of course, for the successful implementation of this method a certain complex is required favorable conditions. Such conditions include:
(1) the willingness of both parties to realize their goals through mutual concessions on the “win-win” or “give-get” principle;
(2) the impossibility of resolving the conflict by force or withdrawal, that is, according to the “win-lose” principle.
It is in the implementation of this method big role plays such a universal conflict regulation mechanism as negotiations. The negotiation process and discussions make it possible to the greatest extent to identify points of contact between the interests of opponents, the so-called “zones of agreement.” It is extremely useful to start negotiations with questions that fall into this zone and allow the other side to say: “Yes!” But for the success of negotiations, it is necessary to comply with a number of conditions, for example, determining the place and timing of their holding, the composition of participants, the presence of intermediaries, the form of decision-making and a number of other conditions. Of course, and the tactics of compromise, the most important element which negotiations are, is not a universal, fail-safe master key to all types of conflict situations. Its use, as well as the use of other methods considered, is problematic and is associated with a number of difficulties that arise when practical use compromise tactics.
The most common difficulties encountered are:
(1) refusal of one of the parties from the initially taken position due to discovery during negotiations that it was unrealistic;
(2) the developed solution, due to the mutual concessions it contains, may turn out to be contradictory, unclear and therefore difficult to implement. Thus, promises made by both parties to speed up the implementation of mutual obligations may not be backed by resources;
But, despite these and some other difficulties, compromise solutions are optimal for resolving a conflict situation, because they:
Contribute to the identification and consideration of mutual interests, being aimed at a mutually beneficial result according to the “win-win” principle;
Demonstrate the parties' respect for each other's professionalism and dignity.
This is the main content of the tactics of mutually beneficial cooperation, which is recognized by science as the most effective way to regulate conflict.
Mechanisms for implementing compromise tactics
That is why the most effective in comparison with this tactic, as well as in comparison with the tactics of withdrawal, the use of force and the use of unilateral concessions, is the tactic of mutual gain. The advantage of the “win-win” approach is that both parties benefit, and therefore the decision taken becomes more durable and sustainable. In conflict literature, this tactic has been developed in the most depth and detail, including not only its prerequisites, advantages and disadvantages, but also the mechanisms for its practical implementation. These mechanisms are designed to solve two main problems:
(1) collection of comprehensive information, a complete database on the conflict;
(2) development of basic forms of behavior of conflict participants that ensure its successful resolution.
The solution to the first specified tasks is ensured by an in-depth study of the conflict situation, taking into account all the factors that caused the conflict. The most convenient way of its practical implementation is a conflict map. The main elements of a conflict map: a description of the essence of the problems that caused the conflict, a definition of the nature of the conflict, psychological or social, a list of participants in the conflict (individuals, groups, departments, organizations), and most importantly - a description of the needs of the participants in the conflict, and possibly those that arose among them concerns about the emergence of obstacles that prevent the satisfaction of certain needs.
However, mastering information about the conflict is a necessary but not sufficient condition for its successful regulation. To achieve this complex goal, it is also necessary to solve the second task - ensuring, on the basis of this information, organized actions and behavior of the participants in the conflict in a certain way. Information taken by itself is an invisible, ephemeral, poorly controlled phenomenon. It takes on visible forms only in human communication, verbal and non-verbal. Having been born in the process of communication, conflict can be overcome only in the process of communication.
A four-step method for resolving conflict through compromise
The transformation of conflictual relationships into relationships of agreement is achieved, as experience shows, as a result of the following actions or steps.
(1) Must be highlighted special time for communication, conversation, discussion. In this case, it is often necessary to overcome the desire of the other party to avoid contact and resort to escape tactics. To overcome such a desire, it is important to convince the other that overcoming differences is beneficial for him. It is important not to bind the other side with any preliminary obligations, except for participation in the upcoming dialogue and excluding intimidation and threats, that is, attempts at forceful pressure. However, it is very important to agree in advance to make a decision to end the meeting only by mutual agreement, in order to prevent, as far as possible, its premature ending, that is, its termination before the conditions for moving on to the next stage are created. But for this you need to follow some other steps.
(2) A favorable environment should be ensured for the entire duration of the meeting. To do this, you should create the necessary amenities for a smooth meeting. There should be no strangers in the room where the conversation is taking place; Telephone calls should also be avoided. It is also useful to pay attention to such little things as room temperature, lighting, etc. It is necessary to prepare in advance for a lengthy discussion of the conflict and serious nervous tension. It is useful to keep the content of conversations secret until the conflict is fully resolved. Only compliance with these basic conditions for holding the meeting will ensure the success of the main, third step of conflict resolution.
(3) Compliance with the basic rules for discussing the problem. These negotiation techniques will be discussed in detail in a later chapter. Basic rules for discussing a problem Before starting a dialogue, you should express the optimistic hope that a mutually beneficial solution will be achieved as a result, and then it is useful to remind you of the need to comply with the previously agreed conditions for the conversation: do not interrupt the discussion prematurely, refrain from playing power games, etc. After these introductory remarks, it is advisable to move on to the next point in the conversation: to formulate the essence of the problem that has arisen and invite the interlocutor to present his vision of the situation that has arisen, which will mark the beginning of the main negotiation process. In the process of its development, one should not be distracted from the problem at hand, discuss the weather, tell jokes, etc. One should not express doubts about the success of the meeting. You need to make every effort to direct the conversation towards a constructive result. You can, for example, express regret about your behavior in the past, declare your readiness to make concessions on a controversial issue, express your understanding of your interlocutor’s problems, good feelings, respect for him, and the desire to find mutually acceptable solutions. By establishing such a process of exchanging gestures of reconciliation, the decisive moment of dialogue ultimately arrives, as a result of which tensions are eased, trust is strengthened and the desired breakthrough in relationships is achieved, allowing the conclusion of an agreement to resolve the conflict on mutually beneficial terms.
(4) The conclusion of an agreement is the final part of the conflict resolution process based on compromise tactics. But in order for the agreement to become strong and feasible, it must be mutually beneficial, balanced, and compromise. Moreover, the decision must be specific, define exactly who should do what and when, and not consist of general phrases about mutual respect, sincerity, etc. It is best to put the agreement reached in writing, without relying on your memory, and give a copy of it to each party to the conflict. Of course, when discussing family problems, a written agreement may not be necessary, but in an industrial conflict it is necessary.
The considered process of conducting dialogue in order to resolve the conflict based on compromise tactics is called the four-step method. It is recommended by conflictologists as the most effective way to transform conflict behavior into cooperative relationships. These are some methods of resolving conflict through withdrawal, force, unilateral and mutually beneficial concessions. Each of these tactics is implemented using specific, unique means and mechanisms.
Four groups of positive conflict management methods
Positive methods of conflict resolution are of a completely different nature. They serve not only the purposes of resolving conflict situations, but can also play a preventive role, preventing conflicts, especially destructive ones. They can be roughly divided into four groups.
(1) Recommendations from yourself general, relating not only to conflict interaction, but also to any type of human communication. These include such rules as constant attention to the interlocutor, the ability to listen patiently; a benevolent, friendly, respectful attitude towards him; constantly maintaining feedback with the interlocutor, responding appropriately to his behavior; some slowdown in the pace and rhythm of the conversation if it turns out that the interlocutor is overly excited; the desire to empathize with your partner, to experience the same feelings that are characteristic of the person next to you, that is, to show the ability to sympathize, empathy.
(2) A block of methods that are used in the initial, predominantly pre-verbal phase of conversations and negotiations conducted in order to resolve a conflict situation. At this phase, it is important to give the interlocutor the opportunity to speak out more fully, without trying to interrupt him, to give him the opportunity, as they say, to “let off steam”; show by facial expressions and gestures that you understand your partner’s condition; reduce the social distance that usually separates you, even touch his shoulder, smile.
(3) The main recommendations in the second, main phase of the conversation or negotiations can be reduced to the following: it is necessary to at least short time distract or switch the interlocutor’s attention from the subject of the conflict, give him a short break from emotional stress, offering to at least drink a cup of coffee, light a cigarette, or simply say something nice to him: offer to sit down, but preferably not opposite each other, since such a position, according to psychologists, does not reduce, but increases confrontation, and nearby, at a distance of up to half a meter, at an angle to each other; Only after these preliminary behavioral actions should we begin to discuss the problem that caused the conflict. At the same time, it is useful, if necessary, to admit one’s guilt for the emergence of a confrontation; it is necessary to admit that the interlocutor was right in those points where he was right; It is important during the discussion to emphasize the commonality, and not just the differences, in the interests of the parties; It is equally important to pay attention to best qualities the interlocutor that the partner has and who will help him cope with his anxiety and find the optimal way out of the current situation; Of course, it is best to resolve the issue that led to disagreement immediately or try to resolve it in as soon as possible, because delay, as a rule, only aggravates the situation.
(4) Recommendations of a universal nature, forming a block of special, operational techniques that can be used in complex conflict situations. They involve taking into account the weak, vulnerabilities in the position of the interlocutor, as well as some pain points him as a person. So, in some cases, you should show your interlocutor that he is too harsh, adopting an emphatically polite tone for this purpose; sometimes it is necessary to show stronger aggression towards a partner than what he showed.
You can tell your interlocutor about the negative consequences of a conflict situation that may follow for him personally; and finally, sometimes it must be shown that satisfying his demands can lead to negative consequences for people whose opinions he values.
Of course, all of these tactics and techniques can be refined and improved when they are used to regulate specific conflict situations, each of which is unique. An experienced leader, gradually accumulating experience in conflict management, gradually turns it into a kind of set of rules, a code of principles.
Most conditions and factors successful resolution conflicts wears psychological character, as it reflects the characteristics of the behavior and interaction of opponents. Some researchers highlight organizational, historical, legal and other factors. Let's take a closer look at them
The cessation of conflict interaction is the first and obvious condition for the beginning of the resolution of any conflict. As long as some actions are taken from one or both sides to strengthen their position or weaken the opponent’s position through violence, there can be no talk of resolving the conflict
The search for common or similar points of contact in the goals and interests of opponents is a two-way process and involves an analysis of both one’s own goals and interests and the goals and interests of the other party. If the parties want to resolve a conflict, they must focus on the interests, not the personality of the opponent.
When resolving a conflict, a stable negative attitude of the parties towards each other remains. It is expressed in a negative opinion about the opponent and in negative emotions towards him. To begin to resolve the conflict, it is necessary to soften this negative attitude. The main thing is to reduce the intensity of negative emotions experienced towards your opponent.
At the same time, it is advisable to stop seeing your opponent as an enemy, an adversary. It is important to understand that the problem that caused the conflict is best solved together by joining forces.
It is important to reduce the negative emotions of the opposite party. Among the techniques there are such as positive assessment some actions of the opponent, readiness to bring positions closer together, turning to a third party who is authoritative for the opponent, a critical attitude towards oneself, balanced own behavior, etc.
An objective discussion of the problem, clarification of the essence of the conflict, and the ability of the parties to see the main thing contribute to the successful search for a solution to the contradiction. Focusing on secondary issues and caring only about one’s own interests reduces the chances of a constructive solution to the problem.
Another important condition is the choice of the optimal resolution strategy appropriate to the given circumstances.
The success of ending conflicts depends on how the conflicting parties take into account the factors that influence this process. These include the following:
time: availability of time to discuss the problem, clarify positions and interests, and develop solutions. Cutting the time available to reach agreement by half leads to an increased likelihood of choosing a more aggressive alternative.
third party: participation in ending the conflict by neutral persons who help opponents solve the problem;
timeliness: the parties begin to resolve the conflict on early stages its development; the logic is simple: less contradictions - less damage - less resentment and claims - more opportunities to reach an agreement;
balance of power: if the conflicting parties are approximately equal in capabilities, then they are forced to look for ways to peacefully resolve the problem;
culture: a high level of general culture of opponents reduces the likelihood of a violent conflict developing;
unity of values: the presence of agreement between conflicting parties about what should constitute an acceptable solution;
experience: at least one of the opponents has experience in solving similar problems, as well as knowledge of examples of resolving similar conflicts.
Many conflicts can be resolved even at the stage of their objective occurrence through constant and in-depth analysis of the entire system of connections of people in a given group or team, forecasting the conflict-generating impact of all changes made, and careful consideration by the interested parties of their steps and words.
If you find yourself in a conflict, it is better to follow the path of constructive resolution. Conditions for constructive conflict resolution include:
- 1) termination of conflict interaction;
- 2) searching for common ground in the interests of opponents;
- 3) reducing the intensity of negative emotions;
- 4) identifying and admitting one’s own mistakes;
- 5) objective discussion of the problem;
- 6) taking into account each other’s statuses (positions);
- 7) selection of the optimal resolution strategy.
Rice. 20.
To analyze and search for ways out of a conflict situation, we can apply the following algorithm (Fig. 20).
- 1. Assess information on the following issues:
- – the object of the conflict (material, social or ideal; divisible or indivisible; can it be withdrawn or replaced; what is its accessibility for each of the parties);
- – opponent (general data about him, his psychological characteristics; goals, interests, position; legal and moral foundations of his demands; previous actions in the conflict, mistakes made; in what interests coincide and in what they do not, etc.);
- – own position (goals, values, interests, actions in a conflict; legal and moral foundations of one’s own demands, their reasoning and evidence; mistakes made and the possibility of admitting them to an opponent, etc.);
- – the reasons and immediate cause that led to the conflict;
- – secondary reflection (the subject’s idea of how his opponent perceives the conflict situation, “how he perceives me,” “my idea of the conflict,” etc.).
- 2. Forecast of conflict resolution options:
- – the most favorable development of events;
- – the least favorable development of events;
- – the most realistic development of events;
- – option for resolving contradictions upon termination active actions in conflict.
- 3. Measures to implement the planned plan are carried out in accordance with the chosen method of resolving the conflict. If necessary, it is done correction of a previously planned plan(return to the discussion; putting forward alternatives and new arguments; appealing to third parties; discussing additional concessions).
- 4. Monitoring the effectiveness of one’s own actions involves critically answering the following questions to oneself:
- – why am I doing this;
- – what I want to achieve;
- – which makes it difficult to implement the planned plan;
- – are my actions fair?
- – what actions need to be taken to eliminate obstacles to conflict resolution?
- 5. After the conflict is over, it is advisable to:
- – analyze the mistakes of your own behavior;
- – summarize the acquired knowledge and experience in solving the problem;
- – try to normalize relations with a recent opponent;
- – relieve discomfort (if it arises) in relationships with others;
- – minimize the negative consequences of the conflict in one’s own state, activity and behavior.
Great value has a choice of conflict resolution strategy. The most effective are compromise and cooperation.
Compromise consists in the desire of opponents to end the conflict with partial concessions. It is characterized by the renunciation of some of the previously put forward demands, the willingness to recognize the claims of the other party as partially justified and to forgive. Compromise is effective in the following cases:
- – understanding by the opponent that he and the opponent have equal opportunities;
- – presence of mutually exclusive interests;
- – satisfaction with the temporary solution;
- – threats to lose everything.
Today, compromise is the most commonly used strategy for ending conflicts. To achieve this, it can be recommended open conversation technique, which is as follows:
- – declare that the conflict is unprofitable for both parties to the conflict;
- - propose to end the conflict;
- – admit your mistakes that have already been made in the conflict (they probably exist, and admitting them costs you almost nothing);
- – make concessions to your opponent, where possible, on what is not the main thing for you in the conflict. In any conflict you can find a few little things in which nothing is worth giving up. You can give in on serious, but not fundamental things;
- – express wishes about concessions required on the part of the opponent (they, as a rule, relate to your main interests in the conflict);
- – calmly, without negative emotions, discuss mutual concessions, and, if necessary, adjust them;
- – if we managed to reach an agreement, then somehow record that the conflict has been resolved.
Cooperation is considered the most effective strategy for dealing with conflict. It presupposes that opponents are focused on a constructive discussion of the problem, viewing the other side not as an adversary, but as an ally in the search for a solution. It is most effective in situations: strong interdependence of opponents; the tendency of both to ignore differences in power; the importance of the decision for both parties; open-mindedness of the participants. It is advisable to carry out the method of cooperation according to the method "principled negotiations". It boils down to this:
- – separating people from the problem: separate the relationship with your opponent from the problem; put yourself in his place; do not act on your fears; show your willingness to deal with the problem; be firm on the problem and soft on the people;
- – attention to interests, not positions: ask "why?" and "why not?"; record basic interests and many of them; look for common interests; explain the vitality and importance of your interests; recognize your opponent's interests as part of the problem;
- – offering mutually beneficial options: Don't look for a single answer to a problem; separate the search for options from their evaluation; expand the range of options for solving the problem; seek mutual benefit; find out what the other side prefers;
- – use of objective criteria: be open to the other side's arguments; do not give in to pressure, but only to principle; For each part of the problem, use objective and fair criteria.
Conclusions
- 1. Interaction – interaction of people in the process of communication, organization of joint activities.
- 2. The conflict can be viewed as special shape interaction and is defined as the presence of opposite tendencies among the subjects of interaction, manifested in their actions.
- 3. The psychological structure of a conflict can be described using two important concepts: a conflict situation and an incident. A conflict situation is the objective basis of a conflict, which records the emergence of a real contradiction in the interests and needs of the parties. An incident is a situation of interaction that allows its participants to realize the presence of an objective contradiction in their interests and goals.
- 4. All conflicts associated with the process of teaching and upbringing are pedagogical. They can be considered in positive meaning the normativity of this phenomenon, which not only creates problems, but is also a source of development of the educational process itself.
- 5. The choice of conflict resolution strategy is of great importance. The most effective are compromise and cooperation. A compromise consists in the desire of opponents to end the conflict with partial concessions. Cooperation is considered the most effective strategy for dealing with conflict. It presupposes that opponents are focused on a constructive discussion of the problem, viewing the other side not as an adversary, but as an ally in the search for a solution.
2.4 Conditions for successful conflict resolution
Giving a concession is an integral part of the negotiation process and is used for a variety of reasons, including: giving up something before it is taken away; reduction of losses; show of strength; understanding that the opposing side is right and deserves concessions; demonstrating sincerity of intentions; way out of the deadlock; desire to push negotiations; transition to more important issues.
Concessions can be procedural, substantive and psychological.
Concessions are used to achieve the following goals: to develop a compromise; find a way out of the deadlock; develop constructive solutions; find a way to “sweeten the pill”; achieve the completion of a certain stage.
Ways to reduce resistance to settlement proposals:
Continue to inform the other party;
Anticipate opponents' objections to the proposal and, even before introducing the proposal, respond to these objections;
Listen carefully and objectively to the statements of the opposing side.
It is necessary to learn from the information provided by the other party;
Show with the help of documents how the proposal will satisfy the interests of the other party;
Make sure that the other party understands all the “advantages” of the proposal
before going on to describe the specific details of its implementation;
Offer to inform absent representatives of the opposing side about the value of your proposal. The results of negotiations taking place at the horizontal level are once again stated when moving vertically, with a detailed statement of all the reasons and arguments:
Do not confuse or put pressure on the other side, as the process may unnecessarily become confrontational;
Demonstrate the ability to “keep your word” regarding a settlement proposal.
Provide information that will convince the opposing party of your ability to fully comply with the agreement.
Both partners, the speaker and the listener, can control the effectiveness of communication, and each can play a role in both increasing and decreasing the effectiveness of communication. Overcoming avoidance: combating this involves managing the attention of a partner, the audience, and one's own attention.
The first of the most effective techniques attracting attention is the use of a neutral phrase. Its essence boils down to the fact that at the beginning of the speech a phrase is pronounced that is not directly related to the main topic, but for some reason it certainly has meaning for all those present and therefore attracts their attention.
The second technique of attracting attention is the technique of enticement. Its essence lies in the fact that the speaker first pronounces something in a difficult-to-perceive manner, for example, very quietly, incomprehensibly, too monotonously or unintelligibly. The listener has to make special efforts to understand something, and these efforts require concentration of attention. As a result, the speaker lures the listener into his network. In this technique, the speaker seems to provoke the listener to use methods of concentrating attention and then uses them.
One more important technique concentration of attention is the establishment of eye contact between the speaker and the listener. Establishing eye contact is a technique widely used in any communication, not only in mass communication, but also in personal, intimate, etc. By looking intently at a person, we attract his attention, constantly moving away from someone's gaze, we show that we do not want to communicate.
The ability to maintain attention is associated with awareness of the same factors that are used when attracting attention, but this time it is a fight against the fact that the attention of another is distracted by some other people’s stimuli that do not come from us. The listener's attention can be distracted by any stimulus extraneous to the given interaction - a loud knock on the door, one's own thoughts off topic, etc.
The first group of techniques for maintaining attention essentially boils down to eliminating, if possible, all extraneous influences and isolating yourself from them as much as possible. Therefore, this group can be called isolation techniques.
If, from the speaker's point of view, the most he can do is to isolate communication from external factors, then the ability to isolate yourself from internal factors is also important for the listener. Most often, interference is expressed in the fact that the interlocutor, instead of listening carefully to the speaker, is busy preparing his own remark, thinking about arguments, thinking through the interlocutor’s previous thoughts, or simply waiting for the end of his speech to intervene himself. In any of these cases, the result is the same - the listener’s attention is diverted to himself, inward, he misses something, and the effectiveness of communication decreases. Therefore, the method of isolation for the listener is the skills of one’s own listening, the ability not to be distracted by one’s thoughts and not to lose information.
Another group of techniques for maintaining attention is the technique of imposing rhythm. A person’s attention constantly fluctuates, and if you don’t make a special effort to restore it all the time, then it will inevitably slip away and switch to something else. Monotonous, monotonous presentation especially contributes to such distraction. Constantly changing the characteristics of voice and speech is the easiest way to set the desired rhythm of conversation.
The next group of techniques is accentuation techniques. They are used in cases where it is necessary to especially draw the partner’s attention to certain, important, from the speaker’s point of view, points in the message, situation, etc.
Accentuation techniques can be divided into direct and indirect. Direct emphasis is achieved through the use of various official phrases, the meaning of which is to attract attention, such as, for example, please pay attention, etc. etc. Indirect emphasis is achieved due to the fact that places to which attention needs to be drawn are distinguished from the general structure of communication due to contrast - they are organized in such a way as to contrast with the surrounding background and therefore automatically attract attention.
The reliability of a source is, in fact, authority. How more people trusts the interlocutor, the greater his reliability. This indicator consists of competence and objectivity, defined as disinterest - the less the listener thinks that they want to convince him, the more he trusts the speaker.
Interesting fact, identified in studies of the influence of authority, is as follows. It turned out that if the listener trusts the speaker, then he perceives and remembers his conclusions very well and practically does not pay attention to the course of reasoning. If there is less trust, then he is cooler about conclusions, but he is very attentive to the arguments and the course of reasoning. It is obvious that for different purposes of communication it is necessary to manage the trust of the listener in different ways. So, when teaching, it is better to have average authority, and when agitating, it is better to have high authority.
Studies have also been conducted to determine whether to formulate the main conclusions in the message or leave this work for the listener. S. Hovland and W. Mendell argue that people with high interest and high intellectual level more effectively, there is no need to prompt a conclusion - they will make it on their own, in case low level educational conclusions are necessary.
The problem of constructing a logical structure of a message also includes research comparative effectiveness one-sided and two-sided argumentation.
Summarizing the results of research on argumentation, we can say the following. A two-way argumentative message is preferable and more effective: in educated audiences; when it is known that the audience disagrees with the communicator; when there is a possibility of counter-propaganda in the future. One-sided argumentation is better when the positions of the recipient and the communicator are similar and further counter-propaganda is not expected. A two-way reasoned message in groups with a low educational level is not only ineffective, but even causes negative effects.
In communication, it is important to be able to control the direction of your partners’ thinking. The effectiveness of communication depends significantly on how deeply the partners are involved in communication. And this latter is closely related to how consciously a person approaches the solution of certain issues, whether he simply listens and looks, or not only listens, but also thinks about what he hears and sees. To increase the effectiveness of communication, it is important to have the opportunity, or at least a chance, to engage and direct the interlocutor’s thinking in the right direction.
In order to be understood by your interlocutor, you must take into account your partner’s logic whenever possible. To do this, it is necessary to roughly imagine positions, as well as individual and socio-role characteristics, since the acceptability or unacceptability of a particular logic for a partner mainly depends on his initial orientation.
Understanding the partner, an adequate understanding of his point of view, goals, individual characteristics- the main condition for overcoming all barriers without exception, because The more the speaker takes into account the characteristics of the listener, the more successful the communication will be.
Conclusion
For both negotiated and mediated negotiations, it is essential that the settlement agreement provides procedural, substantive and psychological satisfaction. A high degree of dissatisfaction of one or more participants in one or all three of the above areas leads to the continuation of the conflict after its formal end, that is, post-conflict.
Therefore, post-conflict is negative behavior as a result of conscious or subconscious residual dissatisfaction (with an essentially psychological procedure) that occurs when a conflict is considered resolved when it was not resolved, was resolved unfairly, or was resolved in such a way that it negatively affected someone who was not originally a participant.
Thus, we can conclude that the most in an efficient way Conflict resolution is negotiation. The constructive possibilities of negotiations and mediation are extremely high. One of the significant advantages of this method is that its use is possible both in vertical conflicts (“vertical negotiations”: boss - group of workers; labor collective- enterprise administration), and in horizontal ones (“horizontal negotiations”: head of department - head of department; group of workers - group of workers). If the conflict situation is particularly acute or it is impossible to negotiate on your own, mediation technology is used as an addition to the negotiation method.
However, there are also dysfunctional consequences of the negotiation process.
The negotiation method is effective within a certain corridor, beyond which the negotiation process loses its effectiveness as a method of conflict resolution and becomes a way of maintaining a conflict situation. Negotiations have their own sphere of positive action, but they are not always in the best possible way conflict resolution. Delaying negotiations, gaining time to concentrate resources, masking destructive actions through negotiations, misinforming the opponent during negotiations are negative aspects of the negotiation process. Thus, we can conclude: an effective negotiation strategy is, first of all, a strategy of agreement, search and enhancement of common interests and the ability to combine them in a way that will not subsequently cause a desire to violate the agreement reached. IN real life Managers of various ranks often simply lack the culture of the negotiation process, negotiation skills, and the desire to enter into communication with their opponents.
List of used literature
1. Verenko I.S. Conflictology, - M.: Swiss, 2006
2. Kozer L.A. Functions of social conflict // American sociological thought. - M., 1996.
3. V.M. Serykh, V.N. Zenkov, V.V. Glazyrin et al. Sociology of Law: Textbook / Ed. prof. V.M. Gray. M., 2004. P. 248
4. Khudoikina T.V. Resolution of legal disputes and conflicts using conciliation procedures // Scientific works. Russian Academy legal sciences. Issue 4. In 3 volumes. Volume 2. M., 2004. pp. 79 – 82
5. Vitryansky V.V. Alternative dispute resolution in Russia // Alternative Methods Dispute resolution: mediation and arbitration: Proceedings of the international conference. Moscow. May 29 - 30, 2000 M., 2004. P. 69 – 75
6. Antsupov A.Ya., Shipilov A.I. Conflictology: Textbook for universities. 2nd ed., revised. and additional M., 2004
7. Lyashko A.V. Forms and means of resolving legal conflicts // Law and society: from conflict to consensus: St. Petersburg, 2004. P. 225
8. Klementieva A. Ya. Training “Behavior in Conflict Conditions” // Social Conflict. – No. 2. – 1997
9. Van de Flirt E., Janssen O. Intragroup conflict behavior: describing, explanatory and recommendatory approaches // Social conflict. – No. 2. – 1997
V.M. Serykh, V.N. Zenkov, V.V. Glazyrin et al. Sociology of Law: Textbook / Ed. prof. V.M. Gray. M., 2004. P. 248
Antsupov A.Ya., Shipilov A.I. Conflictology: Textbook for universities. 2nd ed., revised. and additional M., 2004.
Verenko I.S. Conflictology, - M.: Swiss, 2006
Vitryansky V.V. Alternative dispute resolution in Russia // Alternative methods of dispute resolution: mediation and arbitration: Proceedings of the international conference. Moscow. May 29 - 30, 2000 M., 2004. P. 69 - 75
Kozer L.A. Functions of social conflict // American sociological thought. - M., 1996.
Lyashko A.V. Forms and means of resolving legal conflicts // Law and society: from conflict to consensus: St. Petersburg, 2004. P. 225
Van de Flirt E., Janssen O. Intragroup conflict behavior: describing, explanatory and recommendatory approaches // Social conflict. – No. 2. – 1997
Khudoikina T.V. Resolution of legal disputes and conflicts using conciliation procedures // Scientific works. Russian Academy of Legal Sciences. Issue 4. In 3 volumes. Volume 2. M., 2004. pp. 79 - 82
Klementieva A.Ya. Training “Behavior in Conflict Conditions” // Social Conflict. – No. 2. - 1997
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51. Mechanisms of social conflict and its stages. Conditions for successful conflict resolution
Any social conflict has a rather complex internal structure. It is advisable to analyze the content and characteristics of the course of a social conflict in three main stages: the pre-conflict stage, the conflict itself and the conflict resolution stage.
1. Pre-conflict stage. No social conflict arises instantly. Emotional stress, irritation and anger usually accumulate over some time, so the Pre-conflict stage sometimes drags on so much that the root cause of the conflict is forgotten. The pre-conflict stage is the period during which the conflicting parties evaluate their resources before deciding to take aggressive actions or retreat. Such resources include material assets with which you can influence an opponent, information, power, connections, prestige, etc. At the same time, there is a consolidation of the forces of the warring parties, a search for supporters and the formation of groups participating in the conflict. Initially, each of the conflicting parties is looking for ways to achieve goals, avoid frustration without influencing the opponent. When all attempts to achieve the desired are in vain, the individual or social group determine the object that interferes with the achievement of goals, the degree of its “guilt”, the strength and possibilities of counteraction. This moment in the pre-conflict stage is called identification. In other words, it is a search for those who interfere with the satisfaction of needs and against whom aggressive social action should be taken. The pre-conflict stage is also characterized by the formation of a strategy or even several strategies by each of the conflicting parties.
2 . The conflict itself. This stage is characterized, first of all, by the presence of an incident, i.e. social actions aimed at changing the behavior of rivals. This is an active, active part of the conflict. Thus, the entire conflict consists of a conflict situation that forms at the pre-conflict stage and an incident. The actions that constitute an incident can vary. But it is important for us to divide them into two groups, each of which is based on specific human behavior. The first group includes the actions of rivals in a conflict that are open in nature. It could be a verbal debate economic sanctions, physical impact, political struggle, sports competition, etc. Such actions, as a rule, are easily identified as conflicting, aggressive, hostile. Since an open “exchange of blows” is clearly visible from the outside during the conflict, sympathizers and simply observers can be drawn into it. Observing the most common street incident, you can see that those around you rarely remain indifferent: they are indignant, sympathize with one side and can easily be drawn into active actions. Thus, active overt actions usually expand the scope of the conflict, they are clear and predictable.
3 . Conflict resolution. An external sign of conflict resolution can be the end of the incident. It is completion, not temporary cessation. This means that conflict interaction between the conflicting parties ceases. Elimination, termination of the incident is a necessary, but not sufficient condition for resolving the conflict. Often, having stopped active conflict interaction, people continue to experience a frustrating state and look for its cause. And then the conflict that had died out flares up again. Resolution of the social conflict is possible only when the conflict situation changes. This change can take many forms. But the most effective change in a conflict situation, allowing to extinguish the conflict, is considered to be the elimination of the cause of the conflict. Indeed, in a rational conflict, eliminating the cause inevitably leads to its resolution. However, in the case of high emotional tension, eliminating the cause of the conflict usually does not affect the actions of its participants in any way, or only affects it very weakly. Therefore, for an emotional conflict, the most important moment in changing the conflict situation should be considered a change in the opponents’ attitudes towards each other. An emotional conflict is completely resolved only when the opponents stop seeing each other as an enemy. It is also possible to resolve a social conflict by changing the demands of one of the parties: the opponent makes concessions and changes the goals of his behavior in the conflict. For example, seeing the futility of the struggle, one of the rivals yields to the other, or both make concessions at the same time. Social conflict can also be resolved as a result of the depletion of the resources of the parties or the intervention of a third force, creating an overwhelming advantage for one of the parties, and, finally, as a result of the complete elimination of the rival. In all these cases, a change in the conflict situation certainly occurs.
Conditions for successful conflict resolution
In modern conflictology, the following conditions for conflict resolution are formulated.
1) Timely and accurate diagnosis of the causes of the conflict. This involves identifying objective contradictions, interests, goals and delineating the “business zone” of a conflict situation. A model for exiting a conflict situation is created.
2) Mutual interest in overcoming contradictions based on mutual recognition of the interests of each party.
3) Joint search for a compromise, i.e. ways to overcome the conflict. Constructive dialogue between the warring parties is of decisive importance.
The post-conflict stage involves the elimination of contradictions of conflicting interests, goals, attitudes, and the elimination of socio-psychological tension in society. Post-conflict syndrome, when relations worsen, may be the beginning of repeated conflicts at a different level with other participants.
Modern conflictology in democratic countries identifies the main priorities for conflict resolution. A feature of a democratic society is the recognition of the admissibility of conflicts and the plurality of divergent interests.
In R. Dahrendorf's conflict theory, successful conflict management requires the presence of value prerequisites, the level of organization of the parties, and equality of opportunity for both parties to the conflict.
