Examples of professional conflicts and their resolution. Types of professional conflicts

Where does the conflict begin and how is it characterized?

Science defines conflict as a discrepancy between motives, goals, and expectations. This contradiction can manifest itself not only externally, but also within an individual. Conflict always presupposes the presence of two or more points of view that do not coincide with each other.

Emotionally, conflict is characterized by stress, tension, unpleasant sensations, even at the level of the 5 senses. A protracted conflict, turning into a chronic stage, can cause psychosomatic illnesses on a personal level or negative group processes in society, such as the breakdown of a team, a decrease in labor productivity, or a strike.

We can also highlight social conflict: there are frequent examples of professional conflicts in society. Such are the notorious class conflicts (in Europe) or caste conflicts (in India).

It is not just now that professional conflicts have arisen: examples from history confirm this. For example, the 19th century was rich in discoveries, but which inventor was immediately recognized? All pioneers have a conflict with public opinion.

Is it necessary to study conflict?

“He who is forewarned is forearmed,” says popular wisdom. That is why knowledge about conflict as a phenomenon can greatly help not only managers, but also any person.

Everyone has experienced intrapersonal conflict at least once; some may recall examples of professional conflicts, for example, the controller more than once had to argue with stowaways, and the financial inspector with defaulters.

Knowing how to bypass or mitigate disagreements, how to properly get out of a controversial situation, you can save a lot of effort, time and other resources. Meanwhile, science has already systematized conflicts according to various criteria.

Types of conflicts and their classifications

On the most general basis, conflicts can be conditionally divided into external and internal: the former are associated with society and the surrounding world, the latter unfold in the internal arena of the individual.

In the group of social conflicts, working disagreements are distinguished, among which several more types of contradictions can be identified:

• Labor conflicts. They are associated with employment relations in all its manifestations and are resolved mainly by law.
• Organizational conflicts. They are expressed in the inconsistency of the behavior or attitudes of individual workers or a group with the customs and corporate norms accepted in the work collective.
• Interpersonal conflicts. Regardless of the external form of expression, such disagreements are based on personal motives.
• Professional conflicts. They are an integral part of the core activity and are, as it were, embedded in the essence of a particular profession.

Professional conflicts are becoming more and more common: examples from history can tell us about the famous lawyer Koni, whose work consisted entirely of conflicts.

Classification of conflicts

There are many classifications of conflicts. The basis for comparison here may be the source of the conflict, the form of its expression, the method of resolution, the type of relationship in the conflict, the subsequent socio-psychological effect, etc. Let's consider some key characteristics of such clashes.

Based on their direction, conflicts are divided into horizontal, vertical and mixed. The first type includes disagreements in which the persons involved in them are not subordinate to each other. Accordingly, the second type covers employees included in the vertical hierarchy. The third type combines the features of the first two. According to psychologists, conflicts that have a vertical component (that is, vertical and mixed) account for 70-80%.

According to their meaning, conflicts are divided into constructive (creative, positive) and destructive (destructive, negative). You can’t get away from the first, but you need to get away from the second.

The nature of the reasons distinguishes between objective and subjective conflicts. The former are often resolved constructively, the latter - destructively.

Conflicts are also classified as official (formal) and informal (informal), which is usually associated with the organizational structure of the institution. This is where the “horizontal” or “vertical” nature of disagreements manifests itself.

In turn, the socio-psychological effect of conflicts can be as follows:

— each of the conflicting individuals and the group as a whole develops and becomes more active;

— one of the conflicting personalities (or group) asserts itself or develops and the other personality (group of persons) is suppressed or limited.

From the point of view of social interaction, conflicts can be intergroup, intragroup, interpersonal and intrapersonal.

In the first case, the parties are social groups pursuing incompatible goals and interfering with each other through their practical actions (for example, ordinary and administrative personnel). Socio-psychological research shows that one’s own group looks better than the other in any situation. This is the source of intergroup tension and conflict. The main conclusion that social psychologists make: If intergroup conflict is to be eliminated, differences between groups should be reduced

(for example, ensure there are no privileges, fair wages).

The second situation most often arises in weakly united and value-disparate groups. Interrelations within the group, manifested in freedom and openness of communications, mutual support, friendliness and trust in relation to the other side, increase the resistance of such a group to conflicts and help avoid them.

If such a regulatory mechanism does not work, and the conflict develops slowly, conflict in the group becomes the norm of relations. If the conflict progresses quickly and the group still remains disunited, destructive consequences occur: general dissatisfaction among team members, a decrease in the level of cooperation, strong devotion to “their own” with unproductive competition with “others,” etc. In this case, the other side quite often appears as “ enemy”, their goals are seen as positive, and the goals of “others” as negative, and importance is attached to winning the conflict rather than solving the real problem.

The third case (interpersonal conflicts) occurs most often.

Such disagreements arise due to the personal characteristics of people and their attitude to the situation. In particular, the features of a conflict personality are intolerance to the shortcomings of others, reduced self-criticism, emotional incontinence, ingrained negative prejudices and prejudices, aggressiveness, anxiety, and low level of sociability.

How are labor and professional conflicts related?

Labor and professional conflicts should not be confused: the only thing they have in common is that they arise in the business field. A labor conflict presupposes the existence of an employment contract, in connection with which contradictions arose, for example, the boss decided to change the work schedule, but the specialist does not want to switch to a new schedule. Another option is when, according to a collective agreement, an employee has the right to financial assistance, but the employer denies him this payment. In such cases, the employee can appeal to the labor dispute commission or to court, since the basis of the dispute is a violation of the established norm.

Professional conflicts are not related to a specific place of work or employer, but are cross-cutting among colleagues of the same specialty. An example is the activity of a teacher, which is full of disagreements with students, their parents, inspectors, and administration. Situations can be different: the results of tests, exams, the correctness of documents, the acceptability of requirements are disputed. If a teacher changes his place of work, he is unlikely to eliminate conflict situations from his activities in this way, because they are characteristic of the profession.

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Conflicts in professional activities

As a rule, trade union conflicts are not the result of malicious actions, but are a natural component of core activities. Such collisions arise as soon as a person begins to engage in his special activity.

There are well-known conflict-prone professions, such as lawyer, controller or tax inspector. It is difficult to imagine a lawyer who agrees with everyone, or a controller who smiles sweetly at a passing free rider. In general, few people like financial inspectors, however, they are obliged to work and provide the required indicators, as is customary in the domestic system.

A professional conflict situation requires special stress resistance and a specific personality type. Is it possible for an impressionable and emotional person to choose the profession of a law enforcement officer, for example? You can probably always choose, but will there be any sense in this - that is the question.

It is assumed that already at the stage of choosing a profession, applicants understand the essence of their future activity. In reality, it turns out that this is far from the case, and young people become aware of the presence of conflicts in their chosen work many years later, in practice.

Types of behavior in a conflict situation

In the process of research, social sciences have identified several typical strategies for behavior in conflict situations:

• Rivalry. Nowadays one of the most popular methods, undeservedly elevated to the rank of socially approved. An attempt to introduce such a system into the school curriculum does not stand up to criticism, because essentially this model is based on the forceful satisfaction of one’s own interests to the detriment of others.
• An adaptation beautifully veiled under the term “adaptation”. One of the most common methods of behavior in large corporations, in conditions of total imposition of corporate culture norms, regardless of the attitudes of an individual employee. It is expressed in disharmonious sacrifices of one’s interests for the sake of another.
• Compromise. Acts on the principle of “neither you nor me.” Such a strategy reduces the interests of all parties and does not fully satisfy any of them.
• Avoidance is a model for the lazy and fearful. With this type of behavior, the subject withdraws from both interaction with others and the pursuit of personal goals - a kind of scientific “not giving a fuck.”
• Cooperation. It seems like the only constructive way out. This is a third option that satisfies the interests of all parties involved. It is precisely this way out that makes conflict a source of development.

Types of trade union conflicts

In this category, subgroups of emerging contradictions can be distinguished according to various criteria:

• by field of activity: legal, service sector, medicine, public administration and other industries;
• according to the direction of the load: physical (fatigue, long hours) and moral (making difficult decisions, responsibility for others, forced violation of other people’s limits, etc.);
• by the nature of occurrence: natural (when a doctor is forced to cause pain to a patient while giving a therapeutic injection) and artificial (associated with the costs of the state system, when a state inspector, unwittingly, is forced to engage in bureaucratic collection of unnecessary documents).

Further analysis will help to identify other types of professional conflicts, but their criteria will be different.

Examples of professional conflicts

There are many of them in the service sector, for example, when repairing household appliances, in a tailoring shop, or in a hairdresser. At first glance, a gracious and profitable job, why not a warm place? Not so: working with people always involves a potential conflict arising from the client’s dissatisfaction with the services provided.

Civil service is also not cloudless, because the special status of a civil servant places considerable responsibility on him. In addition, not everyone is ready to comply with the requirements of one or another public institution, and in such a situation, the relevant representative of the state is forced to take measures that may conflict with the interests of participants in the system.

For example, it is difficult to imagine a taxpayer who voluntarily and happily gives taxes to the state. However, tax authorities take all measures to receive such payments, sometimes even by force.

A particularly striking example of a professional conflict is the military or law enforcement: moral and physical, natural and artificial conflicts are simultaneously intertwined here. What is the cost of just one case of the use of weapons, not to mention military operations or the detention of a suspect?

The profession of a judge is equally conflict-prone, because one of the parties will always be dissatisfied with the decision made, considering it illegal. Examples of professional conflicts in Russia are well illustrated by the profession of a statesman: criticism of them is inevitable.

CONFLICTS IN THE TEAM AND WAYS TO OVERCOME THEM

1. CONFLICTS IN THE TEAM AND WAYS TO OVERCOME THEM 1.1 Types of conflicts. Reasons for their occurrence 1.2 Methods of conflict resolution 2. NATURE AND CAUSE OF STRESS CONCLUSION

1. CONFLICTS IN THE TEAM AND WAYS TO OVERCOME THEM

1.1 Types of conflicts. The reasons for their occurrence

Conflict can be defined as a lack of agreement between two or more parties. Each side does everything to ensure that its point of view is accepted and prevents the other from doing the same. We must not forget that in organizations with effective management, some conflict may be desirable. In many cases, a situation of conflict helps to formulate more alternatives or problems, which makes the decision-making process more effective. Based on this, conflict can be functional

leading to an increase in the efficiency of the organization, or
dysfunctional
, negatively affecting performance.
There are four types of conflict: intrapersonal
,
interpersonal
, person-group, and
intergroup
.
The intrapersonal type of conflict
takes various forms.
One of the most common of these is role conflict, when one person is subject to conflicting demands regarding the final result of his work, or production requirements are not consistent with personal needs or values. Intrapersonal conflict can also be a response to excessive overload or underload, and can also be caused by purely personal, psychological problems. Interpersonal conflict
is one of the most common.
It manifests itself in different ways in organizations. Sometimes it is a struggle among managers for limited resources, approval of a project, or influence over subordinates; sometimes associated with psychological incompatibility of people. Interpersonal conflict also manifests itself as a clash of personalities whose views and goals are fundamentally different. A conflict between an individual and a group arises when that individual takes a position different from that of the group. The industrial informal group establishes norms of behavior. To be accepted by this group, everyone must comply with them. However, if the group's expectations conflict with the individual's expectations, conflict may arise. A conflict may arise based on the manager’s job responsibilities. A manager is often forced to take measures that may be unpopular in the eyes of his subordinates. Then the group can strike back - change its attitude towards the leader, reduce productivity. Intergroup conflict
arises due to the fact that any organization consists of many formal and informal groups, whose opinions about decisions and actions are sometimes directly opposite. Examples of such conflicts are conflicts between informal organizations and leaders, between trade unions and the organization. Intergroup conflict is often based on disagreements between line and staff personnel, as well as between functional groups within the organization. It must be borne in mind that one type of conflict, if not resolved in a timely manner, can develop into another, more severe one. Having begun as an interpersonal conflict, it turns into a conflict between an individual and a group if one of the warring parties manages to create an informal support group around itself, and then into an intergroup conflict when these groups are formed by both parties. Such a conflict is the most difficult to resolve, since in addition to personal interests and psychological characteristics of people, group interests, solidarity, psychological support and interdependence begin to play an active role here. Sometimes intergroup conflict, especially in cases where it is not resolved for a long time, can take the form of a so-called general conflict, which is very difficult to stop. He is capable of completely destroying the entire organization.

The main causes

conflicts are:

1. limiting the resources that can be shared;
2. interconnectedness of tasks;
3. difference in goals;
4. differences in behavior;
5. in level of education,
6. poor communications (poor transfer of information).

In any organization, as a rule, there are sources of conflict, which can lead to a conflict situation in the management process. However, even if there is a strong possibility of conflict, the parties may not want to react in a way that further aggravates the situation. In such cases, the conflict fades away. The next stage of conflict as a process of managing it.

1.2 Methods of conflict resolution

Depending on how effective conflict management is, its consequences can become functional

or
dysfunctional
, which in turn will affect the possibility of future conflicts: eliminate causes or create new ones.
There are several functional
consequences of conflict.
One of them is that the problem can be solved in a way that is acceptable to all parties. This in turn minimizes or eliminates difficulties in implementing decisions. An important functional consequence is that parties will be more cooperative rather than confrontational in future situations fraught with conflict. Conflict can also reduce the possibility of groupthink and submissive syndrome, where subordinates do not express opinions that may not please managers. This can improve the quality of decisions made by allowing the use of new ideas and the development of additional alternatives and criteria for evaluating them. If you are confident in the functional consequences of the conflict, you should not only avoid it, but also provoke it and create the conditions for its occurrence. If you do not find an effective way to manage conflict, destructive consequences are formed that interfere with the achievement of the goal. There are the following dysfunctional
consequences of conflict: 1. Job dissatisfaction, and as a result – an increase in staff turnover and a decrease in labor productivity.
2. Maintaining or intensifying hostile relationships that lead to a decrease in the degree of cooperation in the future. 3. Excessive devotion to one's group and unproductive competition with others, negatively affecting the effectiveness of the organization as a whole. 4. The idea of ​​the other side as an enemy and of one’s goals as positive, and the goals of the other side as negative. 5. Curtailment of interaction and communication between conflicting parties. 6. Shift of emphasis: giving more importance to winning the conflict than solving real problems. Leaders should not assume that conflict is caused by mere differences in personalities. Of course, this decision may cause conflict, but it is only one of the possible causes of conflict. Therefore, the manager must begin by analyzing the sources of the conflict situation, and then use the appropriate conflict resolution method. They can be divided into two groups: structural
and
interpersonal
.
Structural methods of conflict resolution
include four methods of conflict resolution:

1. Clarification of job requirements

   is one of the main management techniques that prevent dysfunctional conflict. The assignment should always include a clarification of what results are expected from each employee and department. To eliminate the subjectivity of assessments, parameters such as the level of results that must be achieved are established; who receives and who provides various information; system of authority and responsibility, as well as procedures and rules.

2. Coordination and integration mechanisms

   – important tools in the process of managing a conflict situation. One of the most common coordination mechanisms is the chain of command. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since each employee knows whose decisions he must obey.

3. Organization-wide comprehensive goals

   can unite the team and smooth out possible friction between its individual members and departments. The idea behind these higher goals is to direct the efforts of all participants to achieve a common goal. Establishing clearly defined goals for the entire organization also encourages department managers to make decisions that benefit the entire organization, not just their own functional area.

4. Reward system

   should be used as a method of managing a conflict situation, influencing people's behavior to avoid dysfunctional consequences. People who contribute to achieving overall organizational goals should be rewarded. Moreover, the system should include not only material, but also moral reward. An employee must be sure that his contribution to the common cause will be appreciated by management and fellow employees. The systematic, coordinated use of reward systems to reward those who contribute to overall organizational goals helps employees understand how to handle conflict situations in a way that is consistent with management's direction.

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Interpersonal styles

Conflict resolution is a technique that is often based on relationships between individuals and groups within or outside an organization.
In this case, interpersonal methods of conflict resolution acquire particular importance. Evasion.
This style implies that a person tries to avoid conflict, that is, not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues that are fraught with disagreement.
It can be said that the only way to gain the upper hand in an argument is to avoid it. Smoothing.
This style of behavior is based on the belief that there is no point in letting out signs of conflict because everyone is doing the same thing, striving for the same goal, or that disagreements are unimportant.
As a result, peace and harmony may come, but contradictions remain. Moreover, they live and accumulate, as a result of which the likelihood of conflict in the future increases. Compulsion.
Within this style, the desire to achieve acceptance of one's point of view at any cost prevails.
In this case, the opinions of other parties are not taken into account. Individuals who use this style of influencing others use power to coerce. The coercive style can be effective in situations that require quick decisions. However, this may suppress the initiative of subordinates and create the likelihood that not all important factors will be taken into account, since only one point of view is taken into account. In addition, this style may cause dissatisfaction, especially among younger and more educated staff. Compromise.
This style involves partially accepting the other side's point of view.
The ability of opponents to compromise often makes it possible to quickly resolve a conflict to the satisfaction of all parties. At the same time, coming to a compromise in the early stages of a conflict that arises over making an important decision can prevent you from finding the most effective way to solve the problem. Compromise should not mean agreeing merely to avoid conflict, even if this means giving up prudent action. Solution to the problem.
In modern social psychology, there are at least five possible ways to resolve a conflict situation. Two of them are negative, but, unfortunately, very common:

1. Ensuring that one of the parties wins (most often the weaker ones are persuaded to withdraw their claims). But even if the losing side accepted its defeat, this is only a temporary release of tension. Either the losers will leave the organization altogether after some time, or they will wait for a new case or situation to resume the conflict, watching the enemy, gathering dirt on him, so as not to lose next time.
2. Removing conflict with the help of lies, inventing non-existent problems or a non-existent third - the enemy, who is to blame for everything. This is a dangerous path, since it only brings a delay, and when the deception is exposed, the conflict easily turns into a general one, directed against the leadership that has adopted this method of resolving situations; and managing the conflict will be almost impossible.

There are also three paths that are positive and can lead to success:

1. Complete physical and functional separation of the parties to the conflict. This method of resolving a problem is most often used when there is psychological incompatibility between the parties. But in reality, it can only be used in large organizations, where it is possible to separate people who cannot tolerate each other in such a way that they do not collide at work and are physically located in different rooms.
2. Internal restructuring of the image of the situation. The meaning of this measure is to change the internal system of values ​​and interests of the participants in the interaction, as a result of which the very fact of the conflict fades in their eyes, and relations with opponents acquire a positive connotation. It is necessary to help people distinguish the true causes of a collision from external reasons, which sometimes look like causes in the eyes of the participants. In this case, the true reasons must be removed. Naturally, such work is complex and requires the help of a qualified psychologist, confidential conversations with him between the participants in the conflict and the team as a whole. But this way is the most effective and strengthens the organization
3. Conflict resolution through confrontation leads to cooperation. In its content, this path is close to the previous one, but it concerns not personal, but business, social or material interests of people. The resolution of such conflicts can occur through specially organized work to find common interests and goals, through narrowing the area of ​​disagreement to a minimum and concluding cooperation agreements. Mediators—experienced managers and psychologists with negotiation and dispute resolution skills—can play a major role in resolving such conflicts. Sometimes all three ways of resolving conflicts can be used together.

Domestic and professional conflicts: what are the differences?

From the names themselves it follows that such disagreements arise in different spheres of social life and for dissimilar reasons. How do domestic conflicts differ from professional ones?

Domestic ones are associated with situations of cohabitation, violation of hostel rules, good neighborliness, and in a work environment - non-compliance with the norms of behavior in a team, creating inconvenience for employees.

If professional conflicts are inherently the costs of a certain activity, then domestic conflict is usually provoked or incited deliberately.

Domestic conflicts can be avoided with the good will of the parties and a tendency to compromise, while professional ones cannot be excluded.

Preventive measures to combat conflicts in a team

Let's look at a few tips that, by listening to them, can reduce the number of conflicts in your team:

• Maintain subordination. If there is confusion in the team management system, conflicts cannot be avoided.
• Treat all team members with respect. Don't be rude, say hello, don't refuse to provide a little help, etc. The best prevention of conflict situations is to treat each other with respect.
• Separate personal and work space. Especially if you are a boss and communicate with subordinates.
• Make sure everyone knows what they are supposed to do.
• Constantly analyze the atmosphere in the team. What conflicts are brewing? Why did it happen? What should you do to avoid this?
• Explain any innovations. As a rule, many people have a negative attitude towards any changes. Explain to them the benefits of the planned changes so that they are not afraid of new things.
• Cultivate tolerance among each other in your team. We are all human, each with our own character, our own opinions, and none of us is perfect. If you take any minor mistake with hostility (and without them you can’t go anywhere), there will be too many conflicts.

What other tips would you add to this list? You can share them with other readers in the comments to the article!

And remember that conflicts are a way to become better. If they arise, it means something can be improved. Take advantage of every such tip.

But, of course, it’s better not to wait for the conflict to show you problem areas. Constantly monitor the situation in your work team to avoid unnecessary stress. And be sure to resort to preventive measures - a comfortable atmosphere in the workplace will lead to increased productivity of the entire team.

We wish you success!

We also recommend reading:

• Storytelling
• How to create the right climate in a company
• 10 factors of professional burnout
• 5 levels of leadership
• 13 reasons why conflicts arise
• Bell and Hart's Eight Causes of Conflict
• Characteristics and types of conflict personality
• Rules for a successful leader
• Six Emotional Leadership Styles
• Stages of team formation according to Tuckman
• 14 principles of management by Henri Fayol

Key words: 1 Communications, Conflicts in the work team: what they are and how to avoid them

Career guidance is one of the ways to get an idea of ​​possible conflict situations

This subject has been known to everyone since school, and to this day it has not lost its relevance. Career guidance consists not only in determining a person’s inclination for a particular activity, but also in familiarizing him with the profile of the chosen profession, its content and content, as well as risks and benefits.

Career guidance using psychological tools helps determine whether a particular activity is suitable for the person being tested, because for each job profile there is a preferred personality type.

Even if the leading direction of activity has been identified, within its framework there may be many professions with varying potential for conflict, which only a certain personality type can do. You can ask the client a question: “Give an example of a professional conflict in your chosen profession,” and it will immediately become clear how fully the person imagines this activity.

Main causes of conflicts

One of the professional qualities required for a leader is the ability to prevent conflicts and extinguish them at their inception. This is facilitated by understanding the causes of disagreement.

Thus, the following reasons are considered objective:

listed in the table.

Work in these areas will not only allow for timely resolution of emerging conflicts and transfer them into a constructive direction, but also generally improve the management system in the institution.

Subjective reasons are related to the personality of the manager or employees.

For example, managers can take the following actions leading to conflicts:

1) violation of official ethics (disrespectful attitude towards subordinates, imposing one’s opinion, failure to fulfill promises and obligations, intolerance to criticism, inability to correctly criticize the actions of employees, suppression of information necessary for the subordinate to fulfill his duties);

2) violation of labor legislation;

3) unfair assessment of subordinates and the results of their work.

Psychological portrait of a professional

When determining whether a chosen profession matches a person’s psychotype, it is advisable to start with a list of professional conflicts in a specific activity. For example, a conflict with a consumer (for a hairdresser), with a counterparty (for a lawyer), with authorities (for a lawyer), with public institutions (for a religious figure), with students (for a teacher).

Based on these data, it is necessary to find out which character traits are desirable for such activities, and which are not at all acceptable. For example, perseverance is important for a lawyer, endurance is important for a teacher, and compliance is important for a hairdresser.

In any profession, high stress resistance is good, because such a person is able to quickly switch from one mode to another and not take negativity personally.

How to reduce tension from professional conflicts

Here every professional will find his own recipe if desired. Of course, there are also well-known ones:

• Experience is the son of difficult mistakes. Over time, psychological protection from stress factors develops, thereby reducing the level of stress.
• Setting up conflict as an inevitable part of your favorite profession.
• Detachment is a state of consciousness in which professional situations are, as it were, observed from the outside and have no relation to the specialist. Simply put, it’s not so offensive that it doesn’t concern you personally.

Obviously, conflict is not so bad if you develop the right attitude towards it. It hardly makes sense to synonymize conflict with negativity, because the potential of tension, according to the laws of physics, can be used for the benefit of oneself and society.

1.THEORITICAL PART

1.1 Concept of conflict

In any enterprise, sooner or later conflicts arise - a lack of agreement between two or more parties.

The concept of “conflict” is characterized by an exceptional breadth of content and is used in a variety of meanings. In the most general way, conflict can be defined as “the extreme aggravation of contradictions.” Psychologists also emphasize that such a difficult-to-resolve contradiction is associated with acute emotional experiences.

In the specialized literature, conflicts are considered at the social, socio-psychological or psychological levels, which are dialectically related to each other. The determining factor in the origin of conflicts is the appropriate combination of objective and subjective factors. Factors that objectively determine the occurrence of conflicts are interpreted as a certain set of objective parameters that cause an objective conflict state in the system of interpersonal interaction. At the same time, the significant dependence of the conflict on the external context in which the conflict arises and develops is also emphasized. An important component of this context is the socio-psychological environment, which is understood quite broadly and is not limited only to the immediate environment of the individual.

The determining role in a person’s perception of the conflict nature of a situation is played by the subjective significance of the contradiction underlying the conflict, or the “personal meaning” that this contradiction has for a given individual. This personal meaning is determined by the entire individual life experience of a person, or more precisely, by such characteristics of his personality as value orientation and motivation.

The moment of awareness of a situation as a conflict is also associated with exceeding the individual threshold of tolerance. This universal psychological mechanism for the emergence of conflicts does not exclude the possibility of subsequent multivariance in the development of a conflict situation.

The role of the socio-economic formation in the formation of the socio-psychological climate of the production team is very important. In accordance with this, the most significant factors that ultimately determine the nature of interpersonal relationships in a team are the totality of social relations of a given society, its socio-economic structure, and, as a consequence, the content of social consciousness. This factor determines interpersonal relationships, both at the level of the main production team and at the level of all its structural divisions, up to the primary team. However, this determination at the level of individual production teams cannot be rigid. Thus, the possibility of a discrepancy between the features of a specific structure of relations at individual enterprises and the relations of mutual understanding characteristic of society as a whole is noted.

1.2 Types of conflicts

There are four main types of conflict: intrapersonal conflict, interpersonal conflict, conflict between the individual and the group, and intergroup conflict.

Intrapersonal conflict. This type of conflict does not fully meet this definition. Here, the participants in the conflict are not people, but various psychological factors of the individual’s inner world, which often seem or are incompatible: needs, motives, values, feelings, etc. Intrapersonal conflicts associated with work in an organization can take various forms. One of the most common forms is role conflict, when a person's different roles make conflicting demands on him. For example, being a good family man (the role of father, mother, husband, wife, etc.), a person should spend evenings at home, and his position as a manager may oblige him to stay late at work. Or: the workshop manager instructed the foreman to produce a certain number of parts, and the technical manager at the same time ordered a technical inspection of the equipment.

5 pages, 2066 words

Conflict as a socio-psychological phenomenon

...obvious, since the stage of ignoring, keeping silent or having a negative attitude towards the conflict has ended. Conflict has become a reality of human life. Moreover, a stage has arrived when in the public consciousness ... and, secondly, with the definition of the approach underlying the explanation of the causes of conflicts. Considering the problem of conflict in connection with its place among social phenomena, it is clear that...

Interpersonal conflict. This is the most common type of conflict. It manifests itself in different ways in organizations. Most often, this is a struggle for limited resources: material resources, production space, time to use equipment, labor, etc. Everyone believes that it is he who needs the resources, and not the other.

Conflict between the individual and the group. Informal groups establish their own standards of behavior and communication. Each member of such a group must comply with them. The group views deviations from accepted norms as a negative phenomenon, and a conflict arises between the individual and the group. Another common conflict of this type is between a group and a leader.

Intergroup conflict. An organization consists of many formal and informal groups, between which conflicts can arise. For example, between management and performers, between employees of different departments, between informal groups within departments, between the administration and the trade union.

Intergroup conflicts are accompanied by:

Manifestations of deindividuation, i.e. group members do not perceive other people as individuals, as original individuals, but perceive them as members of another group to which negative behavior is attributed.

Manifestations of group attribution, i.e. tend to believe that it is “an out-group that is responsible for negative events.”

1.3 Methods for resolving conflicts

When a person finds himself in a conflict situation, in order to more effectively solve the problem, he needs to choose a certain style of behavior. There are several ways to resolve the conflict:

1.Fixture:

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

— the subject of disagreement involves more complex issues than those being considered now, but for now it is necessary to strengthen mutual trust;

- there is an opportunity to allow subordinates to act at their own discretion, so that they acquire skills by learning from their own mistakes;

- it is necessary to admit that you are wrong;

- defending your point of view requires a lot of time and significant intellectual effort;

- you are not particularly worried about what happened;

-you feel that it is more important to maintain a good relationship with your opponent than to defend your interests;

- you understand that the result is much more important for your opponent than for you.

15 pages, 7140 words

Conflict, its solution

... overcome differences in some way, and enter into open conflict interaction. If conflicts contribute to making informed decisions and developing relationships, then they are called functional (... groups” that “harm us, plot against us.” Social conflict is “a situation when the parties (subjects) of interaction pursue some of their own goals, which contradict...

2.Compromise:

- the parties have equally convincing arguments;

— time is needed to resolve complex problems;

— it is necessary to make an urgent decision when there is a shortage of time;

— cooperation and directive assertion of one’s point of view will not lead to success;

- both parties have equal power and have mutually exclusive interests;

— you may be satisfied with a temporary solution;

- satisfying your requirements is not very important for you, and you can slightly change the goal set at the beginning;

- a compromise will allow you to maintain your relationship with your opponent, and you would rather get at least something than lose everything.

3. Cooperation:

— it is necessary to find a common solution if each approach to the problem is important and does not allow compromise options;

— the goals of the discussion are to gain joint work experience and obtain broad information;

— integration of points of view and convergence of employee opinions are necessary;

— it seems important to strengthen personal involvement in activities and group cohesion;

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

— you have time to work on the problem that has arisen (this is a good approach to resolving conflicts based on long-term plans);

- you and your opponent want to put some ideas on the table and work on coming up with a solution.

4. Neglect:

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

— time is needed to restore calm and create conditions for a sober assessment of the situation;

- studying the situation and searching for additional information about the nature of the conflict seems preferable to immediately making any decision;

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

— subordinates can successfully resolve the conflict themselves;

- the tension is too high and you feel the need to reduce the intensity;

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

- you have little authority to solve the problem or to solve it in the way you want;

- solving the problem immediately is dangerous, since open discussion of the conflict can only worsen the situation.

5. Rivalry:

— quick and decisive measures are required in case of unforeseen and dangerous situations;

— when solving global problems related to operational efficiency (if the manager is confident that he is right);

- when interacting with subordinates who prefer an authoritarian style;

- the outcome is very important to you, and you place a big bet on your solution to the problem;

- you have sufficient authority to make a decision and it seems obvious that the solution you propose is the best;

- you feel that you have no other choice and that you have nothing to lose.

Although in each individual case the cause of the conflict is quite specific, all conflicts have a similar basis: the actual state of affairs is in conflict with people's expectations. If this is so, then we can outline two strategic ways to resolve the conflict: either make changes to the real state of affairs in accordance with the expectations of opponents, or try to change their attitude towards it.