Conflict in interpersonal and business interaction. Classification of conflicts in business communication

conflict (from lat. conflictus) is defined by most researchers as a form of interaction characterized by the presence of opposite tendencies in the subjects of interaction. As a rule, the “collision” underlying it, the confrontation (which is also synonymous with “incompatibility”, “struggle”, “disagreements”, etc.) is emphasized. However, as rightly pointed out by N.V. Grishin in the monograph "Psychology of Conflict" (2008), such a broad interpretation leads to the fact that a very wide range of phenomena fall under the concept of conflict, for example, an armed clash between neighboring states, a family quarrel, an office conflict, a strike at an enterprise, a personal drama, because in in all these situations there is a clash of conflicting or incompatible interests, positions, tendencies, etc. Based on the essential, invariant signs of a conflict that are present in their various forms, the author gives the following definition: a conflict is a bipolar phenomenon (confrontation of two principles), manifesting itself in the activity of the parties aimed at overcoming contradictions, and the parties are represented by an active subject (subjects). This means conscious, active actions (at least potential ones) on the part of each of the parties and translates the subject of consideration into the realm of real human relations (as opposed to, for example, contradictions) (Grishina N.V., 2008, p. 23 - 24 ).

The notion that conflict is always a negative phenomenon, causing feelings of anxiety and confusion, a sign of ineffective organization and poor management, has now given way to the understanding that conflict has constructive as well as destructive sides. Moreover, conflicts are not only possible, but also useful, and even desirable, because they help to resolve the confrontation and clarify differences in points of view. L. Ivey (1995), the author of a manual on business communication translated in many countries, notes that managers often react as pessimists when they get into conflict situations. However, it is necessary to understand that problems and conflicts are both opportunities and prospects. In reality, it is precisely different views on the creation of a new product, a big difference in opinions that can become the starting point for new ideas. The ability to creatively resolve conflict, place two incompatible ideas side by side, and develop alternative approaches to combine or synthesize them distinguishes outstanding managers who have achieved success.

The well-known American social psychologist D. Myers (1998) emphasizes the differences between the objective confrontation of the parties and its subjective reflection by the participants and defines the conflict as “the perceived incompatibility of actions and goals” (p. 632). He also emphasizes the positive side of conflict, saying that relationships or organizations that do not have conflict are likely to fade away. Conflicts breed responsibility, determination and caring. Once recognized and understood, they can stimulate renewal and improvement in human relationships. In the absence of conflict, people rarely recognize and resolve their problems.

So, we can talk about the existence of constructive and negative sides of the conflict.

Constructive side of the conflict:

? the conflict reveals shortcomings and contradictions, leads to their awareness, encourages the search for ways to solve problems;
? the adoption of informed decisions contributes to the solution of problems associated with existing contradictions;
? participants in the interaction (or a group) in this way can take an active position in interaction with others, uphold rights; solving the problem, taking into account the opinions of all parties, allows everyone to feel involved in its solution, increases responsibility, cohesion in the group;
? jointly decision faster and better implemented;
? the parties gain experience of cooperation in resolving disputes;
? the practice of constructive conflict resolution reduces the fears of employees to openly express their opinion, including those that differ from the opinion of senior officials; relations between people improve;
? people cease to view the existence of disagreements as an "evil", always leading to bad consequences.

The destructive side of the conflict:

? the conflict carries an abundance of negative emotions, stress, worries, disappointments, feelings of guilt, etc., which impede effective interaction and decision-making, the likelihood of making impulsive or forceful decisions increases;
? there is an increase in the tension of interpersonal relations in the group, the group can break up into separate, hostile groups; provoke unproductive, competitive relations between people, sometimes the conflict leads to violence and destruction of the personality;
? reinforce the idea of the opponent as an "enemy", about his position - only as a negative one, and about his own position - as an exclusively positive one;
? reinforce attitudes that "winning" the conflict is more important than solving the real problem.

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conflict situations in business communication and ways to resolve them

Introduction

1. Typology of conflicts

2. The emergence of a conflict in the process of business communication

Conclusion

Introduction

Each of us has had to deal with conflict situations. Conflicts manifest themselves in the activities of all social institutions, social groups, in relationships between people. The American psychologist B. Wool noted that “life is a process of solving an infinite number of conflicts. Man cannot change them. He can decide whether to participate in decision making or leave it to others.” Every cultured person needs to have elementary ideas about conflicts, how to behave when they arise, and find a worthy way out of them.

main goal control work is the concept of conflict, differences between interpersonal and intergroup conflicts, consideration of behavioral styles in conflict, techniques and techniques for preventing and resolving conflicts in business communication.

1. Typology of conflicts

Conflict (lat. conflictus) - a collision of oppositely directed, incompatible with each other tendencies in the mind of a single individual, in interpersonal interactions or interpersonal relationships of individuals or groups of people, associated with acute negative emotional experiences. Any organizational changes, conflicting situations, business and personal relationships between people often give rise to conflict situations, which are subjectively accompanied by serious psychological experiences.

From an ordinary point of view, the conflict carries a negative meaning, is associated with aggression, deep emotions, disputes, threats, hostility. There is an opinion that a conflict is always an undesirable phenomenon and it should be avoided as far as possible and, if it has arisen, immediately resolved. Modern psychology considers conflict not only in a negative, but also in a positive way: as a way of developing an organization, a group and an individual, highlighting positive aspects in the inconsistency of conflict situations related to development and subjective understanding of life situations.

There is a multivariate typology of conflict:

intrapersonal conflict (caused by various psychological factors of the inner world of the individual),

interpersonal conflict (the cause of the conflict is the struggle for limited resources (materials, equipment, production facilities, labor)),

conflict between the individual and the group (occurs when one of the members of the organization violates the norms of behavior or communication that have developed in informal groups),

intergroup conflict (this is a conflict between the formal and informal groups that make up the organization. For example, between the administration and ordinary workers, between employees of various departments, between the administration and the trade union).

According to their direction, conflicts are divided into "horizontal" and "vertical", as well as "mixed". Horizontal conflicts include such conflicts in which persons who are subordinate to each other are not involved. Vertical conflicts include those in which persons who are subordinate to one another participate. Mixed conflicts have both vertical and horizontal components.

2. The emergence of a conflict in the process of business communication

Despite their specificity and diversity, conflicts have common stages of flow, a more or less clearly defined structure. The process of business communication involves the presence of three factors: perception, emotions and information exchange. In conflict situations, it is easy to forget about it. Therefore, the following prerequisites for the emergence of conflict in business communication can be distinguished:

Discrepancy of reasoning, i.e. disagreements due to the discrepancy between your reasoning and the reasoning of the other side.

Features of perception, i.e. people, very often talking, do not understand each other.

Therefore, constructive conflict resolution depends on the following factors:

1 - the adequacy of the perception of the conflict, i.e. a sufficiently accurate assessment of the actions, intentions, both of the enemy and one's own, not distorted by personal predilections;

2 - openness and effectiveness of communication, readiness for a comprehensive discussion of problems, when participants honestly express their understanding of what is happening and ways out of conflict situation;

3 - creating an atmosphere of mutual trust and cooperation.

It is also useful for a leader to know what individual personality traits create in a person a tendency or predisposition to conflict relations with other people. These qualities include:

Inadequate self-assessment of one's capabilities and abilities;

The desire to dominate, by all means; say your last word;

Conservatism of thinking, views, beliefs, unwillingness to overcome outdated traditions;

Excessive adherence to principles and straightforwardness;

critical attitude;

A certain set of emotional qualities of a person.

3. Ways to resolve a conflict situation

Because in real life it is not so easy to find out the true cause of the conflict and find an adequate way to resolve it, it is advisable to choose a certain strategy of behavior depending on the circumstances.

There are five main styles of behavior in conflict:

competition or rivalry;

Cooperation;

Compromise;

Fixture;

Ignore or avoid.

The style of behavior in a particular conflict is determined by the extent to which you want to satisfy your own interests, while acting passively or actively, and the interests of the other side, acting jointly or individually. The style of competition or rivalry - this style is most typical for behavior in a conflict situation. It can be used if you are betting heavily on your solution to a problem, since the outcome of the conflict is very important to you:

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

3 - must make an unpopular decision and you have enough authority to choose this step.

However, it should be said that this strategy rarely brings long-term results, since the losing side may not support a decision made against its will. In addition, the one who lost today may refuse to cooperate tomorrow.

Cooperation is the most difficult of all styles, but at the same time the most effective in resolving conflict situations. Its advantage is that you find the most acceptable solution for both sides and make partners out of opponents. This approach leads to success, both in business and in personal life. However, this style requires the ability to explain your decisions, listen to the other side, and restrain your emotions. The absence of one of these factors makes this style ineffective.

Compromise style - its essence lies in the fact that the parties are trying to resolve differences by making mutual concessions. This style is most effective when both parties want the same thing. When using this style, the emphasis is not on a solution that satisfies the interests of both parties, but on an option that everyone could agree on.

Evasion style - usually implemented if the conflict does not affect the direct interests of the parties or the problem that has arisen is not so important for the parties and they do not need to defend their interests. Accommodative style means that you work with the other side, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment. In this case, you sacrifice your own interests in favor of the other side. But this does not mean that you should give up your interests. You just have to sort of put them aside for a while, and then, in a more favorable environment, return to their satisfaction through concessions from your opponent or in some other way.

In the conditions of market relations, negotiations between people become a special area of their daily life, which has its own psychological characteristics, and is also the basis for resolving disagreements and conflicts. The art of negotiation is specially trained all over the world. A person who is properly prepared for negotiations will be able to achieve his goal without offending his partner and leaving a favorable impression of himself. The purpose of negotiations is to reach a reasonable agreement that meets the interests of the negotiating parties.

Strategy negotiations are divided into three types:

Hard;

Fundamental.

soft method. A mild-mannered person wants to avoid personal conflict and is willing to make concessions in order to reach an agreement. He wants an amicable denouement, but the matter most often ends with the fact that he remains offended and feels slighted.

hard method. A tough negotiator sees any situation as a contest of wills in which the side that takes the extreme position and stubbornly stands its ground will get more. He wants to win, but often ends up causing an equally tough situation that drains himself and his resources, as well as ruining his relationship with the other side.

The method of principled negotiation is the third way of negotiating, providing for a position based not on weakness or firmness, but rather combining both.

The method of principled negotiation developed by the Tavard Negotiation Project is to solve problems on the basis of their qualitative properties, that is, on the basis of the essence of the matter, and not to bargain over what each side can or cannot do. This method assumes that you strive to find mutual benefit wherever possible, and where your interests do not coincide, you should insist on an outcome that would be based on some fair norms, regardless of the will of each of the parties. The method of principled negotiations means a tough approach to the consideration of the merits of the case, but provides a soft approach to the relations between the participants in the negotiations. Principled negotiation shows you how to achieve what is rightfully yours while remaining within the bounds of decency. This method allows you to be fair while protecting you from those who might take advantage of your integrity.

In addition to the principled method, there is a positional method, a method of positional discussions, in which the emphasis is not on the essence of the dispute, but on the position of each of the parties. This method does not meet the main criteria: it is not effective, does not achieve the goal, spoils the relationship between the parties. The principled method constitutes an alternative to the positional approach and is intended for effective and friendly negotiations and the achievement of a reasonable result. This method can be summarized in four main points:

People - the distinction between the negotiators and the negotiator;

Options - before deciding what to do, highlight the range of possibilities.

Interests - Focus on interests, not positions.

Criteria - insist that the result be based on some objective standard. To resolve various disputes, it is very important to clarify the way of thinking, the thinking of opponents, which is very conducive to successful negotiation. An important point in negotiations they also have emotions that need to be suppressed by the so-called “letting off steam”, which allows them to get rid of feelings of anger and fear that arise in disputes. In addition, apologies, expressions of regret, handshakes, inexpensive gifts, etc., remove the hostile situation.

Conclusion

People are different from each other. Accordingly, they perceive the situation in which they find themselves differently. Differences in perception often lead to people disagreeing with each other. This disagreement arises when the situation is really of a conflict nature. The conflict is determined by the fact that the conscious behavior of one of the parties (individual, group or organization as a whole) conflicts with the interests of the other party. That is, a conflict is a lack of agreement between two or more parties, accompanied by negative emotions.

The very essence of market and democratic relations is based on free confrontation, competitiveness of individuals and social structures. However, this confrontation must be in line with the civilized rules of social interaction. The essence of a person is largely determined by how he behaves in a conflict situation. In my work, I tried to consider the principles, techniques and techniques of optimal constructive conflict resolution in business communication and came to the conclusion that, just as no leadership style can be effective in all situations without exception, so none of the above principles of conflict resolution cannot be singled out as the best. We must learn how to effectively use each of them and consciously make one or another choice, taking into account specific circumstances.

List of used sources and literature

conflict cooperation trust self-esteem

1. Psychology and ethics of business communication: Textbook for universities / Ed. Prof. V.N. Lavrinenko - 3rd ed., revised. and additional - M.: UNITI-DANA, 2000. - 327 p.

2. Psychology and ethics of business communication: Textbook for universities / Ed. prof. V.N. Lavrinenko. - 5th ed., revised. and additional - M.: UNITI-DANA, 2006.

3. Conflictology. Ed. V.V. Ratnikov. - M.: UNITI, 2005.

4. Enikeev M.I. General and social Psychology. Textbook for high schools. - M.: Publishing group NORMA - INFRA M, 1999. - 624 p.

5. Emelyanov E.N., Povarnitsyna S.E. Business psychology. - M.: ARMADA, 1998. - 511 p.

6. Bunkina M.K., Semenov V.A. Economics and psychology. At the crossroads of sciences: Tutorial. - M.: Publishing house "Delo i Service", 1998. - 400 p.

7. Volkov I.P. Head of the human factor: Social and psychological workshop. - L.: Lenizdat, 1989. - 222 p.

8. Timchenko N.M. Secrets of success in business communication. - St. Petersburg, 1995 - 253 p.

9. Fomin Yu.A. Psychology of business communication. - 2nd edition, revised and enlarged. - Minsk: Amalfeya, 2000. - 384 p.

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CONFLICT psychological (lat. conflictus - clash) - an intractable contradiction associated with acute emotional experiences; clash of oppositely directed goals, interests, positions, opinions or views of the subjects of interaction; clash of differently directed forces for the sake of realizing their interests in the face of opposition.

There are agonistic (reconcilable) and antagonistic (irreconcilable) K. Missed opportunities for resolving agonistic K. lead to its transition into a chronic form and development into K. antagonistic. Situations of imitation of K. are known for the purpose of political, ideological and psychological pressure. Such K. are called imaginary, but under certain conditions they can be transformed into real ones.

At the heart of any real conflict is a situation that includes either conflicting positions of the parties on any occasion, or opposite goals or means of achieving them in given circumstances, or a mismatch of interests, desires, inclinations of opponents, etc. A conflict situation contains the subjects of a possible conflict and its object. In order for K. to begin to develop, an incident is necessary when one side begins to act, infringing on the interests of the other. If the opposite side responds in the same way, K. moves from potential to actual and can then develop as direct or indirect, constructive or destructive (non-constructive). Escalation K. leads to a peak of tension, after which a decline begins, culminating in an outcome. The completion of the primary C. in the outcome can give rise to secondary, derivative C. This is how the phenomenon of the multidimensional C. arises. This can lead to repeated K. at new levels, with a new composition of participants, and often with other reasons.

According to the format, K. are psychologically divided into intrapersonal, interpersonal, intragroup, intergroup, interorganizational, class (social) interstate, world (international). Interethnic (interethnic) cultures are singled out as a special group. In cultures, interests, motives, and actions clash when it comes to individuals and small groups. Mass moods and opinions clash in large groups and the masses. C. arise horizontally (within groups, social and political structures) and vertically (between the leader and the followers, the governing structures and the subordinate, controlling bodies and subjects accountable to them).

Intrapersonal K. is the product of ambivalent aspirations, rather strong, but oppositely directed motives that can cause contradictory political behavior. Three main types of such K are known: "removal - removal", or the situation of "Scylla and Charybdis" (K. choice between two equally strong dangers); “approach-approach”, or “the situation of Buridan's donkey” (K. choice between two equally strong attractive targets); K. "removal - approximation" is a special case when the same goal has both attractive and repulsive properties.

Conflict is a social phenomenon generated by nature itself. public life. One of the main human needs is the need to belong to a community of one's own kind. At the same time, individual differences, differences in interests and goals, in ways of building a joint life lead to contradictions between people, the aggravation of which should be called a conflict.

Conflict situations arise in all spheres of public life - be it economics, politics, everyday life, culture or ideology. They are inevitable as an integral component of the development of society and the individual himself. Conflict-freeness is an illusion, a utopia, and even less good.

A conflict is a clash of oppositely directed interests, views, positions in the psyche of an individual, in the relationship of people or their groups. Conflict interaction, if it takes place in creative forms, carries a constructive, productive beginning. Such conflict promotes progressive change.

Conflict is a predictable phenomenon, it can be regulated. Conflict interaction is different in that the confrontation of people in it serves as a link for them at the same time (the more dependent the relationship, the more they are fraught with conflict). Since people are in conflict, they are bound to have something in common.

By virtue of its very nature, a conflict can be a carrier of creative and destructive tendencies, be good and evil at the same time.

conflict functions.

q Stabilizing (relationships are strengthened, norms and values of joint life and activity are more clearly realized).

q Activating (interaction becomes more dynamic, which affects the pace of socio-economic development both in society and within a single organization).

q Signaling function (factors of dissatisfaction with the status quo are identified).

q Function of emotional response (open expression of their thoughts and feelings allows people to get emotional relief).

q Function of innovation (conflict is a means of promoting creative initiative).

q Preventive (timely conflict prevents destructive behavior).

Classification of conflicts. Conflicts are not only an inevitable and universal phenomenon, but also many-sided. Each conflict encounter is unique in its own way. Depending on the basis, the following types of conflicts are distinguished.

§ By sources and causes of occurrence (objective and subjective; business and personal).

§ By communicative orientation (horizontal, vertical, mixed).

§ According to the composition of the conflicting parties (intrapersonal, interpersonal, intragroup, intergroup).

§ By functional significance (constructive and destructive).

§ According to the forms of collision (open and hidden).

§ By scale and duration (general and local; short-term and protracted).

§ According to the methods of settlement (antagonistic and compromise).

10.2. Causes of conflicts. Conflict personality types.

Awareness of the causes of the conflict is connected with the awareness of the nature of both society and man. There are at least three starting points that give rise to this or that conflict: the people themselves; social connections and relationships; operating conditions of the organization.

The essence of man is the main cause of conflict. It consists in the contradictory unity of his needs and abilities. Overcoming this contradiction is a source of self-development.

People, being born free and equal in their human dignity and rights, in reality turn out to be unequal. They differ from each other in sex and age, health and physical strength, spiritual qualities and external attractiveness, mental abilities and will, moral preferences and life experience. In everyday life, these differences can lead to intrapersonal and interpersonal conflicts.

Role conflict is the result of contradictions that have arisen between different positions of people in a particular social group. Potentially contradictory and conflicting relationships are between a boss and a subordinate, a teacher and a student, a driver and a traffic police officer, a seller and a buyer, a parent and a child.

In organizations, conflicts most often arise due to inadequate conditions for their functioning (lack of fair rules for joint activities, their ignorance or non-acceptance by group members).

Most often, the following five types of conflict personalities are distinguished.

ь Demonstrative (wants to be in the spotlight, likes to look good in the eyes of others, admires his suffering, emotions are strongly expressed with a weak manifestation of the mind, planning of behavior and life is carried out situationally and poorly implemented, avoids painstaking, systematic work, does not avoid conflicts , in a conflict situation feels good).

- Rigid (suspicious, has an overestimated self-esteem, often does not take into account changes in the situation, with great difficulty accepts the point of view of others, is very offended by the unfriendly attitude of others, hypersensitive to imaginary or real injustices).

ü Uncontrollable (impulsive, lacks self-control, behavior is unpredictable, aggressive, often does not pay attention to generally accepted norms of communication, tends to blame others for many of his failures, draws few lessons from past experience).

ü Ultra-precise (he is scrupulous about work, makes high demands on himself, makes high demands on others, and does it in such a way that it seems to the people with whom he works that he finds fault, has increased anxiety, is overly sensitive to details, tends to give excessive importance to the comments of others, suffers from himself, experiences his miscalculations, failures, pays for them with diseases (insomnia, headaches, etc.).

b “Conflict-free” (unstable in assessments and opinions, has increased suggestibility, is internally contradictory, focuses on momentary success in a situation, depends on the opinions of others, strives excessively for compromise, does not have sufficient willpower).

10.3. Conflict Management.

There are many conflict management methods. They can be broadly divided into the following groups:

Intrapersonal;

interpersonal;

Structural.

Intrapersonal methods affect an individual and consist in the correct organization of one's own behavior. It is important to remember that we are prone to react emotionally to acute situations. Therefore, it is important to learn how to express your point of view without causing a defensive reaction from the opponent. Even if the partner is in a state of strong emotional excitement, in no case should you succumb to the psychological law of infection. It is useful for regulating one's own emotional state to "say" one's feelings to the interlocutor without making accusations against him (the so-called "I-statement" method). One of the reasons for undesirable emotional reactions of partners in a conflict situation is the underestimation of their self-esteem. This behavior is explained by one of the mechanisms of psychological defense - regression. To eliminate emotional reactions, you should maintain a high level of self-esteem in yourself and your opponent.

Interpersonal methods involve the creation of certain conditions for interaction, which is most likely to lead to a constructive outcome of the conflict.

In a conflict situation, opposing people, on the one hand, especially need to understand each other correctly. On the other hand, such mutual understanding is hindered by the lack of proper trust between them. Therefore, to ensure constructive communication in conflict, it is necessary to create an atmosphere of mutual trust in this process. At the same time, it is useful to be guided by the following psychological law of communication: cooperation causes cooperation, competition causes competition. The main content of effective interpersonal methods of conflict management comes down to the observance of certain rules.

· After identifying the problem, identify solutions that are acceptable to both conflicting parties.

· Focus on the speaker, his message, and not on his personal qualities.

Clarify whether I understood correctly what the interlocutor wanted to say.

· Communicate to the other party in paraphrased form the meaning of the received information.

· In the process of receiving information, do not interrupt the speaker, do not give advice, do not criticize, do not sum up, do not be distracted by preparing an answer. This is best done after receiving the information and clarifying it.

· If you are not convinced of the accuracy of the information received by the partner, do not proceed to new messages.

Maintain an atmosphere of trust, mutual respect, show empathy for the interlocutor.

· Use non-verbal means of communication: frequent eye contact, head nodding in understanding, a benevolent facial expression, and others.

Structural methods mainly affect participants in organizational conflicts that have arisen due to an incorrect distribution of functions, rights and obligations, and a poor incentive system. These methods include.

§ Explanation of requirements for work (each employee must clearly know what his duties, responsibilities, rights are).

§ Clarification of corporate goals (allows to unite the efforts of all employees of the organization).

§ Creation of reasonable reward systems.

Sultangazin Gazinur Mubarakovich, graduate student
Bashkir State Agrarian University

CONFLICT SITUATION
CONFLICT
BUSINESS CONVERSATION
CAUSES OF THE CONFLICT

This article discusses the most common interpersonal conflicts - conflicts in organizations. The causes of conflict situations are analyzed. The ways, methods of their resolution and prevention are determined.

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Virtually all areas human activity conflicts arise. They are most often based on a clash of opposing goals, opinions and interests of people. As the French sociologist Benat Gurney writes, “We all would like to avoid conflict entirely. But this is an absurd dream." The most common are conflicts in organizations.

According to some statistical estimates, more than 65% of problems in organizations are related to relationship problems, not professional difficulties. 25% of leaders' time is spent on conflict resolution. The subjects of communication are always looking for supporters, and therefore the conflict tends to grow. 70-80% of conflicts in organizations have a "vertical" component, that is, they are related to the activities of the management.

The conflict is determined by the fact that the conscious behavior of one of the parties: an individual, a group or an organization, conflicts with the interests of the other party. Conflict management is one of the most important functions of a leader. To manage them, it is necessary to know the types of conflicts, the causes of their occurrence, the features of the course, as well as the consequences to which they can lead.

Conflict, affecting interpersonal relationships, is capable of:

show weaknesses, problematic issues and hidden flaws in some situations social life individual team or the whole society;
help develop the most diverse areas of society, organizations, enterprises, groups and collectives;
to prevent stagnation, both in interpersonal interaction and in the relationships of various social groups and communities.

The causes of conflicts in business communication are varied. Any of them represents a disagreement between two or more parties, as a result of which they cannot satisfy their needs. The difference in desires, goals, motives or infringement of someone's interests is always destructive. It is best to be able to prevent this collision than to try to restore balance after what happened. In business communication, it is customary to consider conflicts of two types: constructive (or objective) and destructive (subjective).

The reasons for constructive business conflicts in an organization, firm or company can be as follows:

different perceptions of employees about the ultimate goals of the activity;
different levels of intelligence and education;
lack of financial or human resources;
unfavorable working conditions;
mismatch of rights and duties or their incorrect distribution in the team;
inability of colleagues to properly build communication with each other.

These reasons lead to the fact that business conflicts in the team, called constructive, happen with regular stability. Their elimination, first of all, means getting rid of the cause that led to the disagreement. In addition, the resolution of business conflicts of this kind will improve labor productivity, and in the future will lead to the development labor collective and the company as a whole.

As a rule, business conflicts do not arise from scratch. There are always preliminary causes that form the potential for future disagreements, misunderstandings and quarrels - the prerequisites for conflicts. Their characteristic should include 2 sides:

Internal (manifested through the intrapersonal properties of the emotional sphere and thinking, perception and type of psychological protection);
External (conflict-initiating behavioral factors).

In the process of conflict interaction, the prerequisites for incidents, disagreements and discord are:

Stereotypical view, prejudice, attitude. It manifests itself as a perception of the existing situation not directly, but through a pre-formed position.
Weak management and low control of emotions. Unwillingness or inability to pacify their own emotional manifestations.
egotistical conviction. Orientation only on themselves and personal needs.
biased judgments. They lead to erroneous, distorted conclusions and conclusions.
Wrong expectations. Subjectivism in assessing the situation and needs of the opponent.
Humiliating position. It manifests itself in a condescending attitude towards the interlocutor, when even praise and compliments look offensive.
Insincerity. Leads to unreasonable and distorted relationships.

In everyday business interaction, many types of conflicts are manifested:

depending on the orientation: from top to bottom (from the boss to subordinates) and from the bottom up (from the subordinate to the boss);
by the number of participants: interpersonal, intergroup and between the individual and the team;
by the method and nature of resolution: compromise, with full agreement, with maximum disagreement (antagonistic);
by severity: open (with active actions) and hidden (with masked actions);
by the nature of formation: in the organization, in the social sphere, personal.

Psychologists recommend resolving conflicts in business communication in several stages:

In order for the warring parties to adequately assess the situation, they need to ask the following questions:
- How do I understand this issue? What led to the conflict?
- how does my opponent see this problem? What do you think is the cause of the conflict?
- on what issues do we disagree with the opponent, and on what do we agree?
Both partners must determine what actions of each other they consider unacceptable, as well as find the goals for which the conflict must be ended.
Also, both conflicting parties must determine what they both need to do to resolve the conflict. Which of the ways they have chosen gives them a sense of satisfaction.

After analyzing these issues and deciding on a way out of the conflict, both warring parties must implement this way. At the same time, it is important to explain that the very situation that caused the disagreement cannot be remembered and replayed in the head again.

Ways to prevent or prevent unconstructive behavior. To a large extent this contributes to:

fair and open distribution of benefits and resources in the organization (in the team of employees);
favorable environment (its creation): both material (physical working conditions) and psychological (establishment of a microclimate, selection of employees taking into account individual characteristics and compatibility);
availability of norms and procedures for resolving disagreements (in writing: rules, algorithms);
creation of an optimal management structure and organizational system in an enterprise or institution: without duplication of functions, with objective control and fairness of the workload for employees;
forecast of emergency situations and stressful situations with an increase in the intensity of activity;
blocking the influence of personal and individual problems on the process of activity.

It is almost impossible to completely prevent conflicts in business communication. But if each of the employees of the company makes it a rule to ensure that disputes and disagreements are resolved immediately, many problems can be avoided. Of course, it is difficult to foresee all the variety of conflict situations that life creates for us. Therefore, in resolving conflicts, a lot should be decided on the spot, based on the specific situation, as well as the individual psychological characteristics of the participants in the conflict.

Bibliography

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Igebaeva F.A. Conflicts in the organization and their consequences. In the collection: Zprávy vědeckė ideje - 2014 Materiàly X mezinàrodní vědecká-praktická konference. 2014. S. 27-29.
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Conflicts are manifested in the activities of all social institutions, groups, in relationships between people. The American social psychologist B. Wool said this: “life is a process of solving an infinite number of conflicts, a person cannot avoid them. He can only decide whether to participate in decision making or leave it to others.” Therefore, the leader, and indeed every cultured person, needs to have at least elementary ideas about conflicts, ways of behaving when they arise. Unfortunately, most people are characterized by the inability to find a worthy way out of them. In addition, as soon as a conflict arises, and it is always associated with emotions, we begin to experience discomfort, tension, which can even lead to stress and damage the health of the participants in the conflict.

Conflicts: types, structure, stages of flow.

What is conflict? In psychology, conflict is defined as a collision of oppositely directed, incompatible tendencies in the mind of a single individual, in interpersonal interactions or interpersonal relationships of individuals or groups of people, associated with negative emotional experiences. (A Brief Psychological Dictionary. / Under the editorship of A.V. Petrovsky, M.G. Yaroshevsky. - M., 1985). The basis of conflict situations in groups between individuals is the clash of opposing interests, opinions, goals with different ideas about how to achieve them.

In psychology, there is a multivariate typology of conflicts, built depending on the criteria that are taken as a basis. For example, the conflict might be intrapersonal(between kindred sympathies and a sense of duty of the leader); interpersonal(between the head and his deputy regarding the position, bonuses to employees); between the individual and the organization in which it is included; between organizations or groups of the same or different status.

The following classification of conflicts is possible: 1) horizontally (between ordinary employees who are not subordinate to each other); 2) vertically (between people who are subordinate to each other) and 3) mixed, in which both are represented. The most common are 2) and 3) conflicts. They make up approximately 70-80% of all conflicts, are undesirable for the leader, since each of his actions is viewed through the prism of this conflict.

Classification according to the nature of the causes that led to the conflict. There are three groups of reasons that are due to:

labor process;

Psychological features of human relationships: their sympathies, antipathies; cultural, ethnic differences of people; actions of the leader, poor psychological communication;

The personal originality of the members of the group, for example, the inability to control their emotional state, aggressiveness, lack of communication skills, tactlessness.

Conflicts are distinguished by their significance for the organization, as well as by the way they are resolved. Distinguish constructive And destructive conflicts. The former are characterized by disagreements that affect the fundamental aspects, the problems of the organization's life and the resolution of which brings the organization to a new, higher and more effective level of development. The latter lead to negative, often destructive actions, which sometimes develop into squabbles and other negative phenomena, which drastically reduces the effectiveness of the group or organization.

Strategy of behavior in a conflict situation.

Since in real life it is not easy to find out the true cause of the conflict and find an adequate way to resolve it, it is advisable to familiarize yourself with the strategy of behavior in a conflict situation and consciously choose a certain style of behavior depending on the circumstances.

There are 5 main styles of behavior in conflict:

competition or rivalry;

Cooperation;

Compromise;

Fixture;

Ignore or avoid.

Style of competition or rivalry. This style is most typical for behavior in a conflict situation. According to statistics, more than 70% of all cases in a conflict are the desire for a unilateral gain, for victory, for the satisfaction of one's own interests. This results in a desire to put pressure on a partner, to impose their interests, ignoring the interests of the other side. It can be used by a person with a strong will, sufficient authority, power. At the same time, such a person:

Considers it obvious that the solution he proposes is the best;

Feels that he has no other choice and has nothing to lose;

Must make an unpopular decision and has sufficient authority to choose this move;

Interacts with subordinates who prefer an authoritarian style.

This strategy rarely brings long-term results, as the losing party may not support a decision that is made against its will, or even try to sabotage it. In addition, the one who lost today may refuse to cooperate tomorrow.

This style cannot be used in personal relationships, as it will not cause anything other than alienation. A marriage in which one side suppresses the other leads to irresolvable contradictions and even a complete break. You should not use this style in a situation where you do not have enough power, and your point of view on the issue is at odds with the point of view of the boss, and there are not enough arguments to prove it.

Collaboration style- the most difficult of all styles, but it is most effective in resolving a conflict situation. Its advantage is that you find the most acceptable solution for both sides and make partners out of opponents. It means finding ways to involve all participants in the process of conflict resolution and striving to satisfy the interests of all. This approach leads to success in business and personal life. The best way to start implementing this strategy is with the phrase: "I want a fair outcome for both of us", "Let's see how we can both get what we want", "I came to you to solve our problem." Penetrating deep into the differences, you should establish what need is behind the desires of the other side, find out how your differences compensate for each other.

It was found that if both parties win, they are more likely to implement the decisions made, since they are acceptable to them, and both parties took part in the entire conflict resolution process. However, this style requires the ability to explain your decisions, listen to the other side, and restrain your emotions. The absence of one of these factors makes this style ineffective. This style can be used to resolve a conflict in the following cases:

If each of the approaches to the problem is important and does not allow compromise solutions, however, a common solution must be found;

The main goal is to acquire joint work experience; the parties are able to listen to each other and state the essence of their interests;

There is a long, strong and interdependent relationship with the conflicting party;

It is necessary to integrate points of view and strengthen the personal involvement of employees in activities.

compromise style. The parties are trying to resolve differences by making mutual concessions. In this respect, it resembles the style of cooperation, but is carried out at a more superficial level. This style is most effective when both parties desire the same thing but know that the desires are unfulfillable, such as striving for the same position or the same work space. When using this style, the emphasis is not on a solution that satisfies the interests of the parties, but on the option: "We cannot fully fulfill our desires, therefore, it is necessary to come to a solution that each of us can agree on." Each participant must remember that some finite amount is being divided, and that in the process of dividing it, the needs of all participants cannot be completely satisfied.

One of the disadvantages of the style is that one party may, for example, exaggerate its demands in order to appear magnanimous or give in to the other. In such a situation, it is possible that neither party will stick to a solution that does not satisfy its needs. It should also be taken into account that if a compromise was reached without a thorough analysis of other possible solutions, then it may not be the most optimal outcome of the conflict situation.

Ultimately, the style of compromise in conflict resolution can be used in the following situations:

Both sides have equally persuasive arguments and wield the same power;

Satisfying the desire of one of the parties is of little importance to her;

Perhaps a temporary solution, as other approaches to solving the problem were ineffective;

Compromise allows at least something to gain than to lose everything.

Evasion Style implemented if the conflict does not affect the direct interests of the parties or the problem that has arisen is not so important for the parties and there is no need to defend their rights; or the party is not cooperating with anyone for you

working out a solution, and non-involvement in it does not affect the development of the conflict; or simply the party does not want to spend time and effort on its solution. This style is also recommended in cases where one of the parties has more power or feels that they are not right, or believes that there is no good reason to continue contacts. The style is also applicable when a party has to deal with a conflicting personality.

The conflicting party may use the evasion style if it:

Believes that the source of disagreement is trivial and insignificant compared to other, more important tasks;

Knows that he cannot or even does not want to resolve the issue in his favor;

Has little power to solve a problem in the way she wants;

Wants to buy time to study the situation and get more information before making any decision;

Believes that it is dangerous to solve the problem immediately, since open discussion of the conflict can only worsen the situation;

Subordinates themselves can resolve the conflict;

Solving the problem can worsen your health;

When people who are difficult from the point of view of communication are involved in the conflict - rude people, complainers, whiners.

It should not be thought that this style is an escape from a problem or an evasion of responsibility. In fact, leaving or postponing may be a very appropriate response to a conflict situation, since during this time it may resolve itself, or you can deal with it when you have sufficient information and a desire to resolve it.

Fixture style means that you are acting in concert with the other party, but not trying to defend your own interests in order to improve the atmosphere and restore a normal working environment. Sometimes this is the only way to resolve the conflict, because by the time it arises, the needs of the other person may be more vital than yours, or their experiences may be stronger. In this case, you sacrifice your own interests in favor of the other side. But this does not mean that you should give up your interests. You are forced to postpone their implementation for a while, and then, in a more favorable environment, return to their satisfaction through concessions from your opponent or in some other way.

The fixture style can be applied in the following most typical situations:

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

The subject of the disagreement is not important to you or you do not particularly care about what happened;

You realize that the truth is on your side;

You feel like you don't have enough power or a chance to win.

Just as no single leadership style can be effective in all situations without exception, so none of the conflict resolution styles discussed can be singled out as the best. We must learn how to effectively use each of them and consciously make one or another choice, taking into account specific circumstances.

Rules of conduct in a conflict.

Since conflicts often give rise to such an emotional state in which it is difficult to think, draw conclusions, and be creative in solving a problem, then adhere to the following rules when resolving a conflict situation.

1. Remember that in a conflict a person is dominated not by reason, but by emotions. This leads to affect, when consciousness simply turns off, and a person is not responsible for his words and deeds.

2. Take a multi-alternative approach and, while insisting on your proposal, do not reject the partner's proposal by asking yourself the question: “Am I never wrong?” Try to analyze both proposals and find out what amount of benefits and losses they will bring in the near future and in the long term.

3. Recognize the significance of conflict resolution for yourself by asking the question: “What will happen if a solution is not found?”. This will shift the focus from the relationship to the problem.

4. If you and your employee are irritated and aggressive, then you need to reduce internal tension by “letting off steam”. However, discharged on others is not an option, but a trick. But if it really happened, try to do the only thing: shut up yourself, and do not demand this from your partner. Avoid stating negative emotional states of your partner.

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

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

7. Do not exaggerate your merits and do not show signs of superiority.

8. Don't blame or make your partner responsible for the situation.

9. Regardless of the outcome of conflict resolution, try not to destroy the relationship.