What is conflict: concept, classification, stages

Causes of conflicts

Definition 1
The causes of conflicts are objective factors that provoke the development of conflicts.

So, according to V.R. Dolnik, conflicts are based on specific biological programs that contain information that in order to survive, the struggle for existence, it is necessary to compete with one’s relatives, to fight for resources. This strategy is typical for both animals and humans as a biological species. For example, animals compete for food, a mate, or a place in a pack. Man also has a desire for cooperation, which was laid down by his ancestors.

An author such as J. Rawls saw the cause of conflicts in the violation of the norms and rules of social justice, while self-esteem is infringed and self-esteem is violated. However, the very concept of justice is relative; it corresponds to the moral standards that currently exist in society. The generation of conflict is associated with a violation of existing and generally accepted norms of justice, as well as due to the clash of different ideas about them.

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According to S.F. Frolov, the causes of conflicts are the opposite orientations of people who interact with each other, having different needs. He identifies the following reasons for conflicts:

• different ideology;
• economic and social contradictions;
• contradictions between various social structures and communities.
• psychological reasons, for example, when individuals for some reason are not satisfied with their position in life or society, within a specific social group;
• work problems, for example, problems of relationships in a team, problematic relationships between a boss and a subordinate;
• dissatisfaction with relationships with the opposite sex, for example, when partners do not understand each other, have long-term and sluggish relationships;
• the presence of behavioral factors, for example, the behavior of one individual creates problems for others, creates discomfort, etc.

M.H. Meskon, M. Albert and F. Hedoorn identified the causes of conflicts in the production and organizational spheres:

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• unfair distribution of resources (within a specific organization0;
• different goals pursued by the subjects (the more misunderstanding within the organization, the more mutual misunderstanding between individual members, since all employees pursue their own interests);
• different values ​​and their different understandings (for example, a value is understood differently, for example, the right to express one’s opinion before a boss);
• different behavior patterns, different life experiences (especially if people work together for a long time and know the difference in these positions);
• the presence of unsatisfactory communications (for example, when parties that have nothing in common try to cooperate with each other).

What is conflict?

A conflict is a situation in which two parties take opposing positions, making mutually exclusive demands on each other. The word itself does not necessarily imply quarrel or aggression. So, in the case of interaction between two legal entities, the term “conflict of interest” only means that they see the continuation of the relationship differently. At the same time, both sides are interested in finding consensus and resolving the conflict.

Conflicts exist at different levels, but today we consider them exclusively as an everyday phenomenon - a clarification of the relationship between two people. The tendency to enter into an emotional argument, gradually turning into rudeness, is inherent in us by nature. You can see this by observing children who conflict frequently and quite emotionally, despite the fact that no one taught them this. Life without conflict situations is simply impossible. But everyone can learn to avoid conflicts, and if they do arise, quickly end them while maintaining dignity.

If your new acquaintance modestly says “I am a non-conflict person,” most likely he wants to say that in conflicts with his participation the interlocutor is always to blame. Therefore, it is better not to argue with him.

Most conflicts start innocently enough. First, the disputants try to argue their position neutrally, trying not to offend the interlocutor. But there is one peculiarity in our psyche: if it seems to us that we have been offended, we try to respond in such a way as to “hurt” the interlocutor much more strongly. As a result, a harmless dispute develops into a conflict, each participant of which is completely confident in his own rightness and cannot understand why the interlocutor is so stubborn and does not notice that he is categorically wrong.

Factors causing conflicts

The concept of factors causing conflicts is identical to the causes of conflicts, but is considered in a broader sense:

• Information factors. Insufficient knowledge of the fact of the conflict that has arisen, the interests of the parties, their needs, and true motives.
• Value factors. Violation of values ​​within a group or organization, for example, those related to ethics, religion, norms of behavior, intolerance towards any social groups, etc.
• Relationship factors. This refers to relationships between people, including those of the opposite sex. For example, this factor plays a role when there is misunderstanding, dissatisfaction with each other, one and the partners devote little time to each other, etc.
• Behavioral factors. Such factors imply creating a threat to the safety of people, creating discomfort, etc.

Figure 1. Objective factors of conflicts. Author24 - online exchange of student work

Ways to end conflicts

A conflict can be resolved in different ways: resolved, settled, extinguished, eliminated the cause, or found a compromise that suits both parties. Sometimes a conflict ends because a new one arises in its place. Let's consider the main options for ending conflicts.

Permission

This outcome usually results from the mutual desire of the parties to the dispute to peacefully resolve the situation. It includes the following steps:

1. Determining the parties to the conflict.
2. Determining the motives of each side.
3. Determining the true cause of the dispute.
4. Joint clarification of how the parties see the conflict.
5. Gathering outside opinions.
6. Finding and implementing the best conflict resolution strategy.

Settlement

This option implies the involvement of a disinterested person who is trusted by both participants in the disputable situation. The regulator must weigh all the arguments and find a solution that will be fair for both parties to the conflict. Typically this process includes the following steps:

1. Determining the true causes of the conflict.
2. Determining the powers of the involved regulator.
3. Search for real motives for the conflict (to understand not only the reasons, but also the goals of the participants).

Attenuation

Often the conflict simply gets boring for the participants and fades away, but this does not mean that it has stopped. Usually it simply goes into a latent form, and tension remains between the parties. Typically, attenuation occurs for the following reasons:

1. reducing the significance of the object of dispute;
2. distracting the parties to other problems;
3. exhaustion of the parties.

Eliminating the cause

Everything is obvious here. In some situations, discussion allows you to understand the problem and simply eliminate it in a way that suits all parties to the conflict. Sometimes the solution can be quite radical. For example, if two employees have a conflict, one of them may be transferred to another department.

Transformation

Sometimes during a conflict a new conflict situation arises. The participants switch to it, partially or completely forgetting about the old object of the dispute.

Types of conflicting personalities

Conflict-prone individuals have various characteristics that indicate whether they are capable of aggravating or provoking conflicts through their behavior. So, according to the theory of F.M. Borodkin and N.M. Koryak, the following types of conflicting personalities can be distinguished:

• Demonstrative type. She wants to constantly be in the center of attention, and is ready to use any methods and techniques for this. The attitude of a given person towards others is determined by how others treat him. In “superficial” conflicts, he is able to emerge victorious, since those around him do not take him seriously and are ready to give in. At the same time, he is not afraid of conflicts, feeling confident. Conflict acts as a way to demonstrate oneself. Often the demonstrative type acts as a source of conflict, but does not show it.
• Rigid type. Is suspicious and has inflated self-esteem. Needs self-affirmation, confirmation of one's own importance. Not ready to accept someone else's point of view, touchy. He is often straightforward and lacks flexibility, which is why he constantly gets involved in conflicts.
• Unmanaged type. He is impulsive and can behave unpredictably in any situation. Capable of defiant behavior and aggression. Needs regular confirmation of his own importance, can blame anyone for his failures. Plans are not his strong point. Mistakes and past experiences do not teach him.
• Ultra-precise type. Scrupulous, makes high demands on himself, as well as on others. Is sensitive to details and little things. He may not communicate with certain categories of people because it seemed to him that they were treating him negatively. He himself suffers from his hyper-precision, which can lead to diseases, for example, insomnia.
• Conflict-free type. Unstable, quickly changes his mind. Inconsistent in his behavior. Always wants to appear “good” to his superiors. Lack of sufficient willpower.
• Purposefully conflict type. He uses conflict to achieve his goals by provoking it. He knows how to manipulate, for example, he can be affectionate with someone, but not with others. Masters the technique of emotional argument.

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Signs of conflict

In order to clearly understand what a conflict is and how to identify it, you need to remember three main features that must be present in it:

1. Bipolarity (opposition)

. This phenomenon occurs when two people defend opposing points of view in a dispute that is interesting to both. The presence of opposing positions does not yet imply conflict, but is a prerequisite for it.

2. Activity

. Surely you have heard the expression “conflict is only possible with the active participation of both sides.” This is true. For the conflict to continue, both sides must be active.

3. Availability of subjects

. A conflict is not just a situation, but a form of interaction between two subjects. Typically, the likelihood of a dispute escalating into a conflict depends on the conflict level (that is, the presence of conflict thinking) of the subjects.

How to prevent conflicts

If you have a good understanding of what conflict is and how it arises, you can avoid it in many situations. There are a large number of techniques to soften the situation. We will look at some of the simplest and at the same time effective:

1. Common cause

. This method works best with children's conflicts. If children in a family or group begin to conflict, they can be united by doing an interesting and exciting activity.

2. Developing Empathy

. It is important to be able to empathize with other people. This will allow you to better understand your opponent's motivation. When doing an act that you didn’t like, the other person was probably also thinking about something, wanted something. And this action cannot be considered reprehensible just because it conflicts with your interests.

3. Developing respect for others

. This point echoes the previous one. You need to take into account those around you and understand that they are endowed with the same rights.

4. Paying attention to your opponent's strengths

. If you think more about the positive traits of the person with whom you have disagreements, it will be much easier to find reconciliation.

5. Social "strokes"

. You can take part in some pleasant, relaxing event together, for example, going on a picnic in the same company. That is why the management of many companies encourages and organizes “corporate parties” - communication in a pleasant informal atmosphere helps employees get closer and better understand each other.

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