tags:
Conflict, Person, Subordinate, Party, Group, Opportunity, System, Social Conflict is always a complex and multifaceted social phenomenon. It involves a variety of parties: individuals, social groups, national-ethnic communities, states and groups of countries, united by certain goals and interests. Conflicts arise for a variety of reasons and motives: psychological, economic, political, value, religious, etc. But each of us also knows that the personality itself is internally contradictory and subject to constant contradictions and stress. This diversity of grounds, forms, levels and motives of conflicts makes it difficult to define its concept and create a typology of conflicts.
Every conflict is a certain quality of interaction between people, which is expressed in the confrontation between its various parties. Such parties to interaction can be individuals, social groups, communities and states.
The basis of all conflicts are contradictions that arise between people or within the structure of the personality itself. It is the contradictions that cause confrontation between the parties to the conflict. They can be objective, independent of people’s consciousness, subjective, determined by subjective personal factors, and also imaginary.
Any conflict arises only in the presence of its object. The object of the conflict is a value about which a clash of interests between opposing parties arises. These can be a variety of material and spiritual values: property, power, resources, status, idea, etc.
Causes of conflicts:
1) objective
:
- natural clash of interests of people in the process of their life; — poor development of legal and other regulatory procedures for resolving social contradictions that arise in the process of interaction between people; - lack of material and spiritual benefits that are significant for the normal life of people;
- Lifestyle.
2) organizational and managerial
:
— structural and organizational causes of conflicts. They consist in the discrepancy between the structure of the organization and the requirements of the activities in which it is engaged.
— functional and organizational causes of conflicts. They are caused by suboptimal functional connections of the organization with the external environment; between the structural elements of the organization; between individual workers.
— personal-functional causes of conflicts. They are associated with the employee’s incomplete compliance with professional, moral and other qualities with the requirements of the position held.
25 pages, 12060 words
016_Man. Its structure. Subtle World
... enter it. All this is in the closest interaction and coherence... All shells, or bodies of a person, consist of different types of Matter, clothe him in order... (etheric double) the body remains “in orbit” next to the physical, consciousness shifts to the side, is completely separated from physical body and passes into the “third”, that is, to ...
— situational and managerial causes of conflicts. They are caused by mistakes made by managers and subordinates in the process of solving managerial and other tasks. Making an erroneous management decision objectively creates the possibility of conflicts between the authors of the decision and its executors. Failure of employees to fulfill the tasks set by management also raises the risk of conflict on this issue.
3) Socio-psychological reasons:
— possible significant losses and distortions of information in the process of interpersonal and intergroup communication;
— unbalanced role interaction between two people;
— people’s failure to understand that when discussing a problem, especially a complex one, a discrepancy in positions can often be caused not by a real difference in views on the same thing, but by an approach to the problem from different sides.
— different ways of assessing each other’s performance and personality;
- In-group favoritism.
4) Personal reasons
conflicts: the ability to empathize, i.e. understanding the emotional state of another person, empathy and sympathy for him; overestimated or underestimated level of claims.
Conflict functions:
1) Explicit functions
conflict are characterized by the fact that its consequences coincide with the goals that were proclaimed and pursued by opponents of the conflict.
2) Hidden (latent) functions
conflict - those when its consequences are revealed only over time and which, to a certain extent, differ from the intentions previously declared by the parties to the conflict. Latent functions can also be expressed in the fact that its consequences may generally be unexpected and not meet the goals of the parties to the conflict.
According to the meaning, significance and role of conflict functions, they can be divided into two groups:
1) constructive
(positive) functions of conflict;
2) destructive
(negative) functions of conflict.
General constructive functions of conflict:
1. Conflict is a way of detecting and fixing contradictions and problems in a society, organization, or group.
2. Conflict is a form of resolving contradictions. Its development helps eliminate those shortcomings and miscalculations in social organization that led to the conflict.
3. Conflict helps relieve social tension and eliminate stressful situations, helps to “let off steam,” defuse the situation and relieve accumulated tension.
4. Conflict can perform an integrative, unifying function. In the face of an external threat, the group uses all its resources to unite and confront the external enemy. In addition, the very task of solving problems that have arisen brings people together. In search of a way out of the conflict, mutual understanding and a sense of involvement in solving a common problem are developed.
13 pages, 6166 words
Question 85. Conflict: functions and structure, dynamics, typology. Concept of conflict
...at another stage, in another specific situation. The destructive function of conflict. The manifestations of the destructive functions of conflict are extremely diverse. Intrapersonal conflict, for example, gives rise to a state of psychological discomfort, which entails ... must be understood quite broadly, not limited only to the immediate environment of the individual. Without taking into account the influence of this broader context, it is impossible...
Constructive functions of conflict at the personal level:
1. Conflict can perform a cognitive function in relation to the people who take part in it. It is in difficult critical situations that the true character, values and motives of people’s behavior are revealed; It is no coincidence that they say “a friend is a friend in need.” The ability to diagnose the enemy’s strength is also related to the cognitive function.
2. Conflict can contribute to self-knowledge and adequate self-esteem of the individual. It can help you correctly assess your strengths and abilities and identify new, previously unknown aspects of a person’s character. It can also strengthen character and contribute to the emergence of new qualities, such as a sense of pride, dignity, etc.
3. Conflict can help get rid of undesirable character traits, for example, feelings of inferiority, humility, servility, etc.
4. Conflict is the most important factor in a person’s socialization and development as an individual. In a conflict, an individual in a relatively short period of time can gain as much life experience as he may never receive outside of the conflict.
5. Conflict can help relieve mental tension in a group and relieve stress for its participants if the conflict is resolved positively for the person. Otherwise, this internal tension may even intensify.
6. Conflict can serve as a means of satisfying not only primary, but also secondary needs of an individual, a way of self-realization and self-affirmation.
General destructive functions of conflict
They manifest themselves at various levels of the social system and are expressed in the following consequences.
1. The conflict may be associated with violent methods of its resolution, which may result in great human casualties and material losses. In addition to the parties involved in a military conflict, civilians may also suffer.
2. Conflict can lead the opposing parties (society, social group, individual) into a state of destabilization and disorganization.
3. Conflict can contribute to the disintegration of society, the destruction of social communications and sociocultural alienation of social entities within the social system.
4. The conflict may be accompanied by an increase in pessimism in society and a decline in morals.
5. Conflict can lead to new, more destructive conflicts.
6. Conflict in organizations often leads to a decrease in the level of organization of the system, a decrease in discipline and efficiency.
Destructive functions of conflict at the personal level.
They are expressed in the following consequences.
1. Conflict can have a negative impact on the socio-psychological climate
in Group; In particular, negative mental states such as feelings of depression, pessimism and anxiety may appear, leading the individual to a state of stress.
2. Conflict can lead to frustration.
in their capabilities and abilities, to de-identify the individual.
3. Conflict can cause feelings of self-doubt.
, loss of previous motivation and destruction of existing value orientations and patterns of behavior. In the worst case, the conflict may result in disappointment and loss of faith in previous ideals. And this can have very serious consequences - deviant behavior and, as an extreme case, suicide. There is no doubt about the close relationship in our society in the 90s of such phenomena as the increase in the number of social conflicts, deviant behavior and suicide. In terms of suicide, in particular, our country today ranks among the first in the world.
3 pages, 1062 words
Seminar 1: personality development, leading activity, education, training
... the appearance of these features in the child’s behavior and well-being. Is the principle “personality is formed through activity” violated in this case? Did the young mother make mistakes (if so, then ... or the daughter as adults." Clarify at what age we can talk about: the arbitrariness of human behavior, the development of “genuine” independence and responsibility for actions. 11) Class teacher of the 8th grade ...
4. Conflict can lead to negative evaluation.
a person of his partners in joint activities, disappointment in his colleagues and recent friends.
5. As a reaction to a conflict, a person can “turn on” defense mechanisms, while demonstrating types of behavior that are negative for communication
, such as:
a) retreat - silence, lack of enthusiasm, isolation of the individual in the group;
b) frightening information - criticism, curses, demonstration of superiority over other members of the group;
c) strict formalism - formal politeness, literalism, establishment of strict norms and principles of behavior in a group, monitoring others;
d) turning the matter into a joke. This principle is in many ways the opposite of the previous one;
e) conversations on unrelated topics instead of business-like discussion of problems;
f) constant search for those to blame, self-flagellation or blaming team members for all troubles.
Concept of conflict
Definition 1
Conflict (from the Latin “conflictus”) is a confrontation between people or groups of people with divergent interests and judgments, in which negative emotions arise.
The study of conflicts is carried out by such a science as conflictology - a discipline about the patterns of conflicts, the problems of their resolution, as well as the principles and techniques of their peaceful resolution. It is generally accepted that this industry arose at the intersection of scientific fields such as psychology and sociology. However, there are disciplines that also had a significant influence on the formation of this science: pedagogy, political science, economics, philosophy, medicine, management, and so on.
Finished works on a similar topic
- Course work: Functions of conflict 460 rub.
- Abstract Functions of conflict 230 rub.
- Test work Conflict functions 210 rub.
Receive completed work or specialist advice on your educational project Find out the cost
Conflictology studies not only the way conflicts arise and their resolution, but also the principles, methods and techniques of managing them. When a controversial situation develops into a conflict, it is believed that this is the most acute way to resolve contradictions that have arisen between people. A conflict is necessarily accompanied by negative emotions; if they are absent, this situation cannot be classified as a conflict. At the same time, subjects must have different judgments, different interests and needs, different types of confrontation between them, and so on. Often a conflict is a random combination of circumstances, an aggravation of contradictions.
People believe that conflicts are only negative in our lives, as they are a source of negative emotions and lead to contradictions. But it is worth keeping in mind that conflict, for the most part, is a positive phenomenon that is a driving force in society. Without conflicts, society would never reach its present level of development.
Intrapersonal conflict, its types and consequences
Intrapersonal conflict is an acute negative experience caused by a protracted struggle between the structures of the individual’s inner world, reflecting contradictory connections with the social environment and delaying decision-making.
Kinds:
1. Motivational conflict - between unconscious aspirations, between the desires for possession and for security, between two positive tendencies, or as a clash of different motives.
2. Moral conflict - arising on the basis of a moral contradiction in the social sphere or in the consciousness of an individual and consisting in the clash and opposition of parties, opinions, assessments, value orientations that have a pronounced moral component.
3. The conflict of unfulfilled desire or the conflict of an inferiority complex is a conflict between desires and reality, which blocks their satisfaction. 4. Role conflict is expressed in experiences associated with the inability to simultaneously fulfill several roles (inter-role intrapersonal conflict), as well as in connection with different understandings of the requirements imposed by the individual himself to perform one role (intra-role conflict).
5. Adaptation conflict is a conflict between the requirements of reality and human capabilities (professional, physical, psychological).
The discrepancy between an individual's capabilities and the requirements of the environment or activity can be considered both temporary unpreparedness and inability to fulfill the requirements.
6. Conflict of inadequate self-esteem - between inflated self-esteem and the desire to realistically assess one’s capabilities, between low self-esteem and awareness of a person’s objective achievements, as well as between the desire, on the one hand, to increase aspirations in order to achieve maximum success, and, on the other hand, to lower aspirations to avoid failure.
3 pages, 1186 words
Psychological conditions for preventing conflicts in management activities
...at this stage, the results obtained were summarized and recommendations were made for the manager on the prevention of conflicts in management activities...... REFERENCES USED. 1. Ageev BC Intergroup interaction. ... M., Khedouri F. Fundamentals of management. M., 1992. 31. Methods of socio-psychological diagnostics of individuals and groups. M., 1990. 32. Obozov N.N. Psychology of management. St. Petersburg, ...
Negative consequences of intrapersonal conflict:
• cessation of personality development, the beginning of degradation;
• mental and physiological disorganization of the personality;
• decrease in activity and efficiency;
• a state of doubt, mental depression, anxiety and a person’s dependence on other people and circumstances, general depression;
• the appearance of aggression or, conversely, submission in human behavior as a defensive reaction to intrapersonal conflict;
• the emergence of self-doubt, feelings of inferiority and worthlessness;
• destruction of meaning-forming life values and loss of the very meaning of life.
• destruction of existing interpersonal relationships;
• unexpected isolation of an individual in a group, silence, lack of enthusiasm, in general everything that in psychology is called “retreat”;
• increased sensitivity to criticism;
• frightening information - criticism, curses, demonstration of one's superiority;
• deviant (deviant) behavior and inadequate reaction to the behavior of others;
• unexpected, illogical questions, as well as inappropriate answers that confuse the interlocutor;
• strict formalism - literalism, formal politeness, monitoring others;
• searching for the guilty - blaming others for all sins or, on the contrary, self-flagellation.
Positive consequences of intrapersonal conflict:
1) conflicts contribute to the mobilization of the individual’s resources to overcome existing obstacles to its development;
2) conflicts help a person’s self-knowledge and the development of an adequate self-esteem;
3) intrapersonal conflict strengthens the will and strengthens the human psyche;
4) conflict is a means and method of self-development and self-actualization of the individual;
5) overcoming conflicts gives the individual a feeling of fullness of life, making it internally richer, brighter and more fulfilling. In this regard, intrapersonal conflicts give us the opportunity to enjoy victory over ourselves, when a person brings his real “I” at least a little closer to his ideal “I”.
Conflict: concept of types and functions
Conflict is a lack of agreement between two or more parties, which may be specific individuals or groups. Each side does everything to ensure that its point of view is accepted, and prevents the other side from doing the same. A conflict is a difficult-to-resolve contradiction between two parties (workers, groups, organizations) brought to the limit and associated with acute emotional experiences. Conflict (from Latin conflictus - collision). There are conflicts between firms, companies, associations, within the same organization, etc. A conflict that arises in an organization is called organizational. It can take many forms. But whatever the nature of organizational conflict, managers must analyze it, understand it and be able to manage it. Some companies even introduce the position of employee relations manager (conflict specialist) into the staffing table. When a conflict situation arises, every manager faces the following problems: 1. How to prevent conflict? 2. How to act if a conflict has already arisen? 3. What to do after the conflict is resolved? To solve each of these problems, the manager must find out the following characteristics of the conflict: - the number of participants and the scale of the conflict: interpersonal, intergroup, etc.; - the subject of the conflict is what caused the conflict; — As a result, more effective ideas of participants about themselves (their motives, values, capabilities) and about the opposing side can be adopted; — each participant’s idea of how the other perceives him, of the environment in which specific relationships develop. The greatest number of conflicts in the production sector occurs, as a rule, during the period of restructuring, reorganization, when there is a change of owners, disruption of established ties between enterprises, re-profiling, job reductions and related layoffs, etc. Conflicts in the commercial sphere are related to pricing, struggle for markets, etc. Conflict in conditions of isolation are special types of conflicts, the emergence and development of which is caused by types of isolation of individuals and groups (cosmonauts, submariners, ship crews, etc., as well as groups of convicts). The following phenomena are characteristic of many conflicts: - a sharp increase in emotional tension, expressed in the instability and uncontrollability of the reactions of the conflicting parties, in their sharply increasing aggressiveness; - unwillingness and inability to listen and understand the opponent’s arguments; — transition of a substantive conflict to a personal one; — mutual insults of employees; - touching on the vital interests of the conflicting parties, which are difficult, and sometimes simply impossible, to give up, and when mutual satisfaction of these interests is impossible; — humiliation of personal dignity in a work and non-work environment, etc. Most often, conflict is associated with aggression, disputes, threats, hostility, and war. As a result, there is a belief that conflict is undesirable and should therefore be avoided and resolved immediately. However, in some cases conflicts can be useful because - conflicts help to identify different points of view; -give additional information; -help you find the truth. management decisions, in addition, conflict provides an opportunity for people to express their thoughts, and thereby satisfy personal needs for respect and power. The negative nature of conflict is that it can interfere with the satisfaction of individuals' needs and the achievement of goals. Due to the fact that conflicts can have both a positive and negative impact on the activities of an enterprise, they are divided into functional and dysfunctional. Functional conflicts lead to an increase in the efficiency of the enterprise. Dysfunctional conflicts lead to a decrease in personal satisfaction, a decrease in group cooperation and the efficiency of the enterprise.
Conflict functions. The manager must be aware that conflicts can serve different functions. The main ones are destructive, creative and diagnostic. The destructive (or destructive) function of conflict lies in its negative consequences: hostility, emotional tension, mental trauma, violations of the law, morality, discipline, clashes of parties. The creative (or constructive) function of conflict is to overcome difficulties and crises. Such a conflict leads to an increase in the level of organization, an improvement in the socio-psychological climate in the team, and an increase in the level of mutual demands of workers. The diagnostic function of conflict is associated with understanding its causes and motives.
A strategy of behavior in a conflict is a program and plan of action aimed at realizing a set goal in a conflict, in other words, it is a solution to the problem of satisfying one’s specific needs, one’s specific interest in a given conflict. Modern conflict theory distinguishes five basic behavioral strategies: competition, avoidance, cooperation, concession and compromise. A concession or adaptation is expressed in the desire to maintain or establish favorable relations, to ensure the interests of an opponent by smoothing out disagreements. At the same time, there is a willingness to give in, neglecting one’s own interests. This is expressed in avoidance of discussing controversial issues, in agreement with demands and claims. This strategy can be considered rational if the subject of disagreement has less value for a person than the relationship with a rival. Care or avoidance, evasion involves the desire not to take responsibility for making a decision, not to see disagreements, to deny the conflict, to consider it safe. There is a desire to get out of the situation without giving in or insisting on one’s own, refraining from disputes, discussions and objections to the opposing side. Such behavior is appropriate if the subject of disagreement is not of great value to the person, and he himself is focused on resolving the situation by itself. Rivalry or confrontation, competition is expressed in the desire to insist on one’s own through an open struggle for one’s interests, in taking a tough position of irreconcilable antagonism in the event of resistance. There may be forms of rivalry, such as the use of power, pressure, or the use of the dependent position of the opponent. A conflict situation and especially its resolution are perceived as a matter of victory or defeat. This strategy is usually used when the focus on one’s own interests significantly exceeds the interests of the rival (competing) party. However, the disadvantage of this strategy is the possibility of repeated outbreaks of conflict due to the deterioration of relationships. Cooperation is the search for solutions to a conflict that fully satisfy the interests of both parties through open discussion. There is a meaningful and frank analysis of disagreements during the development of decisions. This behavior is not aimed at defending one’s interests at any cost, but at finding a joint solution. Compromise is the desire to resolve differences through bilateral concessions. It is expressed in the search for such a solution. When outwardly no one wins, but no one loses either. In this case, the interests of both parties are not fully disclosed. This strategy leads to a reduction in hostility and allows the conflict to be resolved relatively quickly. At the same time, there is a possibility of dissatisfaction with “half-hearted” solutions.
Conflicts between a manager and a subordinate: causes, methods of prevention and resolution
Objective reasons:
1) The subordination nature of the relationship - when
there is an objective contradiction between the functional and personal sides of the relationship between a manager and a subordinate
2) Activities in the “person-person” system are conflict-generating
by it's nature.
3) Most vertical conflicts are determined by the subject-activity content of interpersonal relationships
.About 96% of conflicts between managers and subordinates are related to their joint activities. Conflicts in the professional sphere are associated with ensuring the quality of activities, evaluating work results and introducing innovations.
6 pages, 2585 words
Psychological conditions and factors for reducing personality conflict...
... research - conflict behavior between managers and subordinates in an organization. The subject of the study is the socio-psychological characteristics of a person’s personality that influence the emergence of conflict in the “manager and subordinate” system. Research hypotheses: 1. There is...
4) The frequency of vertical conflicts is related to the intensity of joint activities
opponents. The 6 months associated with completing the main tasks of the year, inspections by higher authorities, passing certifications, summing up results, etc., account for about 60% of all “vertical” conflicts. The rest of the time, when activities are organized as usual (also about 6 months), accounts for approximately 40% of conflicts between managers and subordinates. The most “calm” month in relations between managers and subordinates is June, and the most “conflict” months are May and January.
5) Mismatch of connections between jobs in the organization
. It manifests itself in:
a) the subordinate is given instructions by many superiors, and he is forced to: rank the received instructions according to the degree of their importance, demand this from the implementation of instructions and orders;
b) the manager has many direct subordinates - more than 7-8 people who cannot be managed promptly.
6) Difficulty of social and professional adaptation of a manager to a managerial position
.
Subjective reasons
:
1)Management reasons:
unreasonable, suboptimal and erroneous decisions; excessive care and control of subordinates by management; insufficient professional training of managers; low prestige of the work of middle and lower level managers; uneven distribution of workload among subordinates; violations in the labor incentive system.
2) Personal reasons
: low communication culture, rudeness; dishonest performance of their duties by subordinates; the desire of the leader to assert his authority at any cost; the boss's choice of an ineffective leadership style; negative attitude of the manager towards the subordinate, and vice versa; tense relationships between managers and subordinates; psychological characteristics of the participants in the interaction (increased aggressiveness, emotional instability, anxiety, high self-esteem, character accentuations, etc.).
Ways to prevent and resolve conflicts for managers:
- ensure tasks are completed with everything necessary
— current control reduces the likelihood of conflicts
- do not rush into an unambiguous assessment of the results of the activities of the blue-haired
- evaluate what your subordinates have achieved based on the initial state of affairs and the successes of other employees
- do not try to rehabilitate a careless subordinate in a short time
- criticize after praising
- criticize and evaluate not a person, but an action, the results of work performance
— When giving a critical assessment to a subordinate, do not transfer it to the entire social group to which he belongs
— Avoid harsh, categorical and categorical assessments of the behavior and activities of subordinates.
— Don’t make your subordinates “scapegoats” for your management mistakes.
- Be fair and honest towards subordinates
— Respect the rights of subordinates.
Ways to prevent and resolve conflicts for subordinates:
14 pp., 6776 words
Personal and business qualities of managers. Leadership style
... putting an end to the conflict based on the results of its proceedings. Teaches lower-level managers to resolve conflicts, helping them... goals, and evaluates subordinates based on their contribution to their implementation. 22. Serves as an example in the effective use of workers... professional, managerial competence of a leader. Secondly, it is much more difficult to correct than the first: to change the style of thinking or...
— Do not rush to oppose the leader in a conflict.
— The subordinate’s self-control may be one of the advantages in this confrontation.
- If the subordinate is right, then he must try not to concede on the main thing. If necessary, you can strengthen your position in the conflict by turning to other managers and work colleagues for help.
— Offer several options for resolving the conflict, but insist on only one, fundamental solution.
- Remember that the desired end result can be achieved in various ways.
- Do not resort to insults or harsh language.
— The fairness of a vertical position in a conflict does not always give a subordinate a chance to win. Exploit weaknesses in your leadership position.
— Call the manager for a frank conversation.
— If a subordinate is right in a conflict, it is better for him to justify his position to the manager one on one, and not in the presence of other subordinates or at a meeting.
— Being wrong in a conflict, it is better to immediately give in to the leader, since he will still achieve his goal.
— Carefully study and take into account the individual psychological characteristics of your leaders: this will allow you to resolve conflicts with them at lower costs.
— It is advisable for a subordinate not to offer diametrically opposed solutions to the proposals of the manager.
— The lower the moral qualities of a leader, the more difficult it will be to resolve a conflict with him.
—> PSYCHOLOGY OF CONFLICT BEHAVIOR
THE CONCEPT OF CONFLICT
Conflict ( from the Latin conflictus - clash) is usually understood as a confrontation between people (interpersonal conflicts) or groups with opposing interests, opinions, positions, goals, the achievement of which infringes on the interests of the opposing party (group conflicts).
Conflictology is the science of the patterns of emergence, development, and completion of conflicts, as well as the principles, methods and techniques of their constructive regulation.
This branch of knowledge has emerged and is developing at the intersection of a number of scientific disciplines: social psychology, pedagogy, sociology, political science, economics, management, philosophy, medicine.
The subject of conflictology is the general patterns of the emergence, development and completion of conflicts, as well as the principles, methods and techniques of managing them.
Conflict is the most acute way to resolve significant contradictions that arise in the process of interaction and is usually accompanied by negative emotions (Antsupov A.Ya., Shipilov A.I., 1999).
Necessary and sufficient conditions for the emergence of a conflict are the presence of oppositely directed motives or judgments among the subjects of social interaction, as well as the state of confrontation between them.
Since conflict represents the ultimate case of escalating contradictions, there is a widespread belief in the negative role of conflicts in our lives, which leads people to avoid engaging in them, and leaders either seek to suppress all conflicts indiscriminately or prefer not to get involved in them at all.
But it is worth keeping in mind that conflicts often play a positive role, since contradiction is also the driving force of all development.
FUNCTIONS OF CONFLICT
Speaking about the functions of conflicts, it is worth noting that conflicts can be both destructive and constructive. As a rule, a conflict involves both, so it is assessed by which principle predominates. The functionality of the conflict as it develops can change towards positive or negative consequences.
The constructive functions of conflicts include:
— elimination, in whole or in part, of contradictions arising due to imperfect organization of activities, management errors, individual workers, etc. The conflict reveals unresolved issues, facts of insufficient efficiency and decency;
— allows you to more deeply assess the individual psychological characteristics of the people participating in it, tests a person’s value orientations, the relative strength of his motives aimed at activity, at himself, etc., reveals psychological resistance to the stress factors of a difficult situation;
- allows you to ease mental tension - the reaction of participants to the conflict. Conflict interaction relieves a person’s emotional tension and leads to a subsequent decrease in the intensity of negative emotions;
- serves as a source of personality development, interpersonal relationships - expands the scope and methods of human interaction with others, provides new social experience in solving difficult situations;
- can improve the quality of individual activity;
- when defending just goals in a conflict, the opponent increases his authority among others;
- a means of self-affirmation of the individual, the formation of an active position in interaction with others. Can be defined as a conflict of formation, self-affirmation, socialization.
The constructive functions of conflicts in relation to society are as follows:
- acts as a means of activating the social life of a group or society, supports the social activity of people, helps prevent stagnation, and serves as a source of development;
— identifies unresolved problems in the group’s activities and can act as a tool for the preventive suppression of dishonest behavior. Through conflict, a leader or group can regulate the behavior of individuals;
— probes public opinion, collective moods, social attitudes, actualizes humanistic values;
- can contribute to the creation of new, more favorable conditions to which team members can more easily adapt;
- is able to perform the function of uniting the group in the face of external difficulties - the group acquires a qualitatively new state;
— promotes the search for productive solutions to problems in teams focused on subject-cognitive activity;
- optimizes interpersonal relationships, can favorably influence relationships in a team, a more friendly environment is established, which happens in almost every second conflict.
Destructive influence of conflict:
— a pronounced negative impact on the mental state of its participants;
- stress, a sharp increase in the likelihood of diseases, especially cardiovascular diseases, as well as chronic disorders of the gastrointestinal tract;
- depletion of personal resources - material, spiritual and vital forces as a result of conflict interaction;
- a violation of the system of interpersonal relationships that have developed between the subjects of interaction before it begins. Emerging dislike and hostility towards the other side disrupts the mutual ties that existed before the conflict;
- the formation of a negative image of another - the “image of the enemy”, which contributes to the creation of a negative attitude towards the opponent, a readiness to act to the detriment of him;
- negative impact on the effectiveness of opponents’ activities - less attention is paid to the quality of work; after a conflict, opponents also cannot always work productively;
- consolidation in social experience of a violent way of solving problems - victory through violence can become a common practice in such situations of social interaction;
- negative impact on personality development - can contribute to the formation of a person’s disbelief in justice; the conviction that the strong are always right, the opinion that nothing new will be introduced in this team.
Negative impact of conflict on a group (organization):
— destruction of traditions of communication, relationships in a team, an organization;
— negative impact on relationships in the team and its socio-psychological climate;
— weakening of the value-oriented unity of the group, decrease in group cohesion;
— deterioration in the quality of joint activities of the team occurs when the conflict slowly fades away; the opponent who was wrong achieved his goals; the conflict turned out to be long-lasting, etc.
- formation of an attitude towards the acceptability of violent actions - the success of the use of violence in defending the interests of the group forms its conviction in the need to use it.
— the possibility of the emergence of destructive leadership in the team of someone who is capable of playing such a role only in a conflict situation.
Thus, summarizing the above, we can conclude that a constructive conflict arises when opponents do not go beyond ethical standards, business relationships and reasonable arguments. Its resolution leads to improved relationships between people and to the development of the group, to increased efficiency. Constructive conflict arises when a person’s ultimate goal is to overcome differences, improve the situation, make it acceptable for both parties, which will take the relationship to a new level.
Destructive conflict occurs when:
- when one of the parties rigidly insists on its position and does not want to take into account the interests of the other party or the entire organization as a whole;
- when one of the opponents resorts to condemned methods of struggle, seeks to psychologically suppress the partner. The consequences of such conflict lead to a decrease in personal satisfaction, group cooperation and performance efficiency.
2.5. Functions of conflict
The functions of conflict are dual. The same conflict can play a positive and negative role in the lives of opposite, conflicting parties, and it can be constructive and destructive at different moments of its development. It is necessary to consider for which of the participants this conflict is constructive and for whom it is destructive. If the goal of one of the parties may be to eliminate the contradiction, then the goal of the other party may be to maintain the status quo, avoid conflict, or resolve the contradiction without confrontation.
It is not the opponents themselves who may be interested in conflicts, but other forces provoking the conflict. This must be taken into account when making your own assessment of the situation.
So, in relation to the participants in the conflict, it can perform constructive and destructive functions.
Design features:
? Conflict eliminates completely or partially contradictions that arise due to imperfect organization of activities, management errors, fulfillment of duties, etc. when resolving conflicts, in more than 65% of cases it is possible to fully or partially resolve the contradictions underlying them.
? Conflict allows us to more fully assess the individual psychological characteristics of the people participating in it. Conflict highlights a person’s value orientations, the relative strength of his motives, and reveals psychological resistance to the stressors of a difficult situation. It helps to reveal not only negative, but also positive sides in a person. In approximately 10–15% of conflict situations, the relationship between opponents after the end of the conflict becomes better than it was before.
? Conflict allows you to ease psychological tension, which is the reaction of participants to a conflict situation. Conflict interaction, accompanied by violent emotions, relieves a person’s emotional tension and leads to a subsequent decrease in the intensity of negative emotions. One of the final sensations of a conflict may be catharsis, that is, the release of accumulated energy that has been weighing on a person for a long time.
? Conflict serves as a source of personality development and interpersonal relationships. If resolved constructively, conflict allows a person to rise to new heights, expand the scope and methods of interaction with others. The individual gains social experience in solving difficult situations.
? Conflict can improve the quality of individual performance. After the end of the vertical conflict, the quality of the manager’s activity increases in 28% of cases, and decreases in 17% of cases; the quality of the subordinate’s activity, on the contrary, more often deteriorates. This is apparently due to the fact that the leader, due to his status, more often gets his way. Don't conflict with your superiors!
? When defending just goals, the authority of one of the participants increases, and the attitude of colleagues towards him significantly improves. Regardless of the outcome of the conflict, this happens four times more often than in relation to an opponent who defends dubious goals.
? Interpersonal conflicts serve as a means of human socialization and contribute to the self-affirmation of the individual.
Destructive functions:
? The pronounced negative impact of most conflicts on the mental state of the participants. As a rule, after the end of the conflict, the mood as a whole worsens in 31 cases out of 100 and almost never improves immediately after the end of the conflict.
? Conflicts that develop unfavorably can be accompanied by psychological and physical violence and injury to opponents. According to statistics, most intentional killings are committed as a result of escalation of conflict.
? Conflict is accompanied by stress. With frequent, emotionally intense conflicts, the likelihood of cardiovascular diseases, as well as chronic disorders of the functioning of the gastrointestinal tract, increases sharply.
? The conflict forms a negative image of the other - the “image of the enemy” - which is easily restored in the event of even minor complications in the relationship and often leads to the emergence of a new conflict.
? If victory in a conflict is achieved through violence, there is a high probability that a person will subsequently resort to the same method of solving the problem in a similar situation without sufficient grounds.
? Defeat in conflict negatively affects a person's self-concept.
This is the impact of the conflict on the immediate participants. But the conflict affects not only the parties involved, but sometimes also the macro- and microenvironment. The degree of influence of the conflict on the group is directly proportional to the degree of connection of the parties with the environment in which this conflict occurs, directly proportional to the rank of the participants, and the intensity of the confrontation.
Design features:
? Conflict acts as a means of activating the social life of a group or society (for example, innovative conflict).
? Conflict highlights unresolved problems. Interpersonal conflicts in organizations are almost three times more likely to have a positive effect on the effectiveness of joint activities than a negative one.
? Conflict reveals public opinion.
? Conflict sometimes contributes to the creation of new, more favorable conditions for human activity.
? Conflict can serve the function of uniting a group (and even an entire nation).
? In scientific teams, conflicts create intellectual and emotional tension, which accompanies the clash of different research strategies, which contributes to a productive search for the right solution (Truth is born in a dispute).
? The end of a conflict is often accompanied by an increase in employee discipline, a faster response of employees to each other’s comments and wishes, and the establishment of a more friendly environment.
Destructive functions:
? Conflict is always accompanied by a temporary disruption of the communication system and relationships in the team
? If the conflict ended with the adoption of a destructive decision, relationships in the team worsen in 19–30% of cases.
? Frequent conflicts lead to decreased group cohesion.
? Sometimes the quality of joint activities deteriorates during conflict. If the conflict is not resolved, but slowly fades away or the advantage is on the side of the one who, from the point of view of the group, is wrong, the quality of joint activity decreases even after the end of the conflict.
We can conclude: a little bit of good. Conflict should not be too frequent and skillfully managed. Only in this case does it bring maximum benefit [37].
This text is an introductory fragment.
63. Functions of conflict
The function of conflict is the role that conflict plays in relation to society and its various structural formations: social groups, organizations and individuals.
Based on the coincidence of the results of the conflict with the goals, the following are distinguished:
1) explicit functions of the conflict - functions that are characterized by the coincidence of the results of the conflict with the goals that were proclaimed and pursued by opponents of the conflict;
2) hidden (latent) functions of the conflict - the consequences differ from the intentions previously declared by the parties to the conflict and may turn out to be unexpected and do not meet the goals of the parties to the conflict. They are discovered only over time.
According to constructiveness, they are distinguished:
1) the general constructive functions of conflict manifest themselves at various levels of the social system and have the following meaning:
a) the informational significance of the conflict - consists in detecting and recording contradictions and problems in a society, organization, group, indicating that these contradictions have already reached great maturity and it is necessary to take urgent measures to eliminate them;
b) contribute to the resolution of contradictions, the elimination of those shortcomings and miscalculations in social organization that led to the conflict;
c) integrative meaning - unification in front of a common enemy, in solving problems that have arisen;
d) help relieve social tension and eliminate stressful situations;
e) conflict resolution leads to the stabilization of the social system, the prevention of more serious conflicts that could have occurred if this conflict had not occurred;
f) clarifying the balance of power of social groups or communities and preventing more destructive conflicts;
2) constructive functions of conflict at the personal level – relate to the direct impact of conflict on the individual and contribute to:
a) self-knowledge and adequate self-esteem of the individual;
b) better recognition by allies of each other, as well as determination of enemy forces;
c) relieving mental tension in the group, with a positive resolution of the conflict;
d) adaptation and socialization of a person, his development as an individual, gaining experience in a short period of time;
e) self-realization and self-affirmation;
general destructive functions of conflict can lead to the following consequences:
a) to great human casualties and material losses;
b) to a state of destabilization and disorganization of the opposing side;
c) to a slowdown in the pace of social, economic, political and spiritual development of society;
d) to the disintegration of society, the destruction of social communications and sociocultural alienation of social formations within the social system;
e) to an increase in pessimism in society and a decline in morals;
f) to new, more destructive conflicts;
g) to a decrease in the level of organization of the system, a decrease in discipline and efficiency;
The destructive functions of conflict at the personal level can lead to the following consequences:
to a negative impact on the socio-psychological climate in the group (the appearance of feelings of depression, pessimism and anxiety, leading the individual to a state of stress);
a) to disappointment in one’s capabilities and abilities, to de-identification of the individual;
b) to the development of feelings of self-doubt, loss of previous motivation and destruction of existing value orientations and patterns of behavior;
c) to a person’s negative assessment of his partners in joint activities, disappointment in his colleagues and recent friends;
d) to the development of types of behavior for communication (lack of initiative, criticism, literalism, searching for the guilty, self-flagellation, etc.).
This text is an introductory fragment.
Sources used:
- https://studopedia.ru/16_41013_funktsii-konflikta.html
- https://educ.wikireading.ru/7598
- https://psy.wikireading.ru/22047
Interpersonal methods of conflict resolution.
In the interpersonal method, there are five ways to resolve conflict:
1) Evasion.
This style implies that a person is trying to avoid conflict. “Do not get into situations that provoke the emergence of contradictions, do not enter into discussions of issues that are fraught with disagreement. Then you won’t have to get into an excited state, even if you are trying to solve a problem.”
2) Smoothing.
This style is characterized by behavior that is dictated by the belief that there is no point in getting angry because “we are all one happy team and we should not rock the boat.” The smoothing style can ultimately lead to serious conflict because the problem underlying the conflict is not resolved.
3) Compromise.
This style is characterized by accepting the other party's point of view, but only to some extent. The ability to compromise is highly valued in management situations as it minimizes ill will, often allowing conflict to be resolved quickly to the satisfaction of both parties.
4)Compulsion.
Within this style, attempts to force people to accept their point of view at any cost prevail. Anyone who tries to do this is not interested in the opinions of others, behaves aggressively and uses power through coercion to influence others. This style can be effective in situations where the boss has significant power over subordinates.
5) Problem solving.
This style is an acknowledgment of differences of opinion and a willingness to engage with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. Those who use this style do not seek to solve their problems at the expense of others, but rather look for the best solution to a conflict situation.
18 pp., 8880 words
The influence of gender characteristics of high school students on the manifestation of...
Information about the relationship between aggressiveness and gender is very necessary for people of different professions - educators, lawyers, criminologists and all those who deal with aggressiveness. The scientific novelty of this research topic lies in the fact that the data obtained serve as an intermediate stage in detailed studies of aggressiveness, which will allow us to look at the problem from new angles and help improve...
