Prevention and ways of conflict resolution. Methods and ways of preventing and preventing interpersonal conflicts

5.2. Conflict Resolution Methods or tactics for resolving conflicts are as diverse as the conflict situations themselves. However, all of them can be reduced to the following four main ones: the tactics of leaving, or avoiding conflict; forceful suppression, or the method of violence;

5.3. Negotiations as a way to resolve conflicts Negotiations are a way to resolve conflicts, in which each party puts forward its own set of requirements, but tends to make concessions, to compromise. As a rule, equality of the parties is provided for, attempts are excluded

Seminar lesson 4 Topic: "Functions and dynamics of conflicts" Plan 1. Destructive functions of conflict.2. Constructive functions of conflict.3. The main periods and stages of the dynamics of the conflict.4. Models for resolving conflict interaction (according to N.V. Grishina). Literature

Seminar lesson 12 Topic: "Conflict prevention and resolution" Plan: 1. Difficulties in conflict prevention and ways to prevent them.2. The problem of conflict personalities.3. Modern management of conflict prevention.4. Logic, strategy and solutions

Laboratory-practical lesson 2 Topic: "The concept and typology of conflicts" Task 1. Analyze the definitions of the conflict and give them your assessment. Indicate what you agree with and what you do not like in this or that definition; what are the similarities and differences

Laboratory and practical lesson 11 Topic: "The main types of intergroup conflicts" Task 1. One of the problematic factors and potential sources of political conflicts in Russian Federation is a mixed principle of its construction: one part of the subjects

Laboratory and practical lesson 12 Topic: "Conflict prevention" Task 1. Test. Conflict personality. The test allows you to assess the degree of your conflict or tact. Instructions Choose one of the three suggested answers - a, b or c.1. Imagine that in

Laboratory and practical lesson 13 Topic: "Conflict resolution" Task 1. Test. How tolerant are you. Do you listen to other people's opinions? Do you treat him with respect, are you tolerant? Before us is a test, which, we hope, will at least approximately help determine

Activities to create and strengthen such conditions of life, under which the possibility of occurrence is excluded.

Conflict prevention can be done by:

• subjects who want secure yourself from the role of the opposing side or accomplice of the conflict;
• subjects who want help others, preventing the emergence of conflict and knowing in advance that they will not have to play the role of the opposing side.

Effectiveness of conflict prevention not so significant, as many would like, which is due to a number of reasons of an objective and subjective nature.

Subjective obstacles to conflict prevention lie in the characteristics of a person's personality and his ability to the possible consequences of his actions. For example, There are people who have a habit of ridding themselves of boredom and dull monotony of life by consciously or unconsciously provoking conflicts with others. There is also a type of people who are uncomfortable in a normal situation and gravitate towards stressful situations, also provoking them. Such qualities as the desire to show superiority, rudeness, boasting, disrespect for people and others without fail will create a lot of problems for the individual and minimize the possibility of preventing conflicts.

Objective obstacles outside interference in a situation fraught with the emergence of a conflict, are characterized by diversity.

1. First, these obstacles are of a socio-psychological nature. People build their relationships on their own, the intervention of outsiders is often considered by the parties as undesirable and perceived as compulsive influence.
2. Secondly, there are moral barriers. Often, and not without reason, the conflict is seen as a private matter of the parties. From the standpoint of humanism forcing parties to agree is unethical.
3. Third, there are legal obstacles. So, infringement of the right of an individual to self-determination, coercion to choose a certain model of behavior (even with the best of intentions) may be contrary to the law, be illegal.

Intervention in a conflict is possible only if it outgrows the framework of personal or group relations and becomes socially dangerous(significant).

Conflict Prevention Technology

Conflict prevention technology is a set of techniques, methods and means of influencing the pre-conflict situation and participants in the interaction.

In general, the impact on a situation fraught with the emergence of a conflict is possible in the following directions:

• to remake reality to the expectations of the parties concerned and thereby initially remove the subject of a possible conflict;
• change your attitude to the problem underlying the contradiction (that is, influence the change in your behavior);
• change the opponent's attitude to the problem (that is, influence his mind and behavior).

A fairly effective method of changing reality to the expectations of the parties and preventing conflicts is to maintain cooperation.

Often, before the conflict begins, the participants in the interaction are in a neutral relationship, possibly cooperating with each other. Therefore, it is very important not to destroy the existing, albeit minimal, cooperation, but to support and strengthen the constructiveness of relations.

Methods for maintaining and developing cooperation

Consent method. Its essence is: to involve a potential adversary in one's own business; in creating conditions that exclude conflict of interests, form common interests.

Method of practical empathy. It involves psychological "tuning" to the opponent, "entering" into his position, understanding his difficulties. In practice, this method is expressed in goodwill, the absence of unmotivated hostility and aggressiveness, the expression of sympathy and readiness to help a partner.

Partner Reputation Method. Competitor does not mean enemy. The enemy may be worthy of respect. The authority and status of the enemy emphasizes one's own status and authority. In any case, the rules of interpersonal communication require a respectful attitude towards a partner.

Complement method. This method consists in creating a situation where in a joint project it is possible to use certain characteristics, traits of your partner that the subject does not possess. By developing and using these traits, one can strengthen mutual relations and cooperation, avoid many conflicts and stay on the winning side.

The method of eliminating social discrimination. This method is based on the inadmissibility of emphasizing the differences between partners, any superiority of one over the other.

Merit Sharing Method. In conditions collective labor it is advisable to divide the total merits (results) into all participants in the work, even if most of them belong to someone alone. This method allows you to avoid envy, resentment and other negative aspects that surround and provoke conflict.

Method of psychological tuning. Unlike the method of practical empathy, it involves a diverse, positive impact on the partner, the basis of which is timely informing the partner about possible or upcoming changes, discussing their consequences, etc.

Method of psychological "stroking". It consists in constant and consistent activities to maintain a good mood, positive emotions, for which various occasions are used (presentations, anniversaries, etc.). This method allows you to relieve tension, arouse a feeling of sympathy and thus make it more difficult for conflict to arise.

Development of regulatory procedures for resolving pre-conflict situations

Adoption of normative mechanisms regulating conflicts and pre-conflict situations with the help of legal, moral, religious, political and other norms.

The effectiveness of this form of conflict prevention largely depends on the attitude of society and government agencies to existing norms, the sequence of following them.

Regulatory regulation conflicts, as opposed to temporary institutions, makes the system more stable. It defines long-term order of development and.

In order to prevent conflicts in many states, the practice of including special paragraphs in contracts concluded between firms, providing for detailed behavior of the parties in the event of disputes.

Early entry in the contract of these conditions prevents spontaneous conflict and keeps the parties from ill-considered actions.

Conflict prevention

All conflict prevention activities are one of the concrete expressions of the human ability to generalize the available theoretical and empirical data and on this basis to predict, predict the future, thus extending the area of ​​the known to the still unknown. This human ability is of particular importance in management activities. It is rightly said that to lead is to foresee.

Conflict prevention is a type of management activity that consists in early recognition, elimination or weakening of conflict factors and thus limiting the possibility of their occurrence or destructive development in the future. The success of this activity is determined by a number of prerequisites:

1) knowledge of the general principles of managing social organizations, formulated by modern management theory, and the ability to use them to analyze conflict situations;

2) the level of general theoretical knowledge about the essence of the conflict, its causes, types and stages of development, which are formulated by conflictology;

3) the depth of analysis on this general theoretical basis of a specific pre-conflict situation, which in each individual case turns out to be unique and requires a special set of methods and means to resolve it;

4) the degree of compliance of the chosen methods of correcting the current dangerous situation with its specific content; this adequacy of the means used in a real situation depends not only on the depth of theoretical knowledge of the possible participants in the conflict, but also on their ability to rely on their experience and intuition.

It follows that conflict prevention is a very complex undertaking. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected. In order to ensure its effectiveness, we must clearly see the difficulties that lie in wait for us on this path.

There are a number of obstacles that reduce the possibility of preventing conflicts, directing their development in a constructive direction Burtovaya E.V. Conflictology. Tutorial- M., - 2002.

1. This obstacle is of a psychological nature and is associated with such a generic quality of human psychology, which is characterized as an irresistible human desire for freedom and independence. In this regard, people, as a rule, perceive negatively any attempts to interfere in their relationships, evaluating such actions as an expression of a desire to limit their independence and freedom.

2. The existence of certain generally accepted moral norms that regulate human relationships. Based on them, people consider their behavior to be a purely personal matter, and the intervention of a third party is considered a violation of generally accepted norms of morality, one of which is the inviolability of personal life.

3. This obstacle is of a legal nature and is due to the fact that in countries with developed democratic traditions, some universal norms of morality have taken the form of legal norms that protect the fundamental rights and freedoms of the individual. Their violation in one form or another can be qualified not only as not quite moral, but also as illegal, especially since in a number of countries special laws have already been adopted prohibiting firms from interfering with the personal lives of their employees.

Therefore, successful conflict prevention activities can only be carried out within the boundaries established by:

1) psychological,

2) moral and 3) legal requirements for the regulation of human relationships. Moreover, such activity becomes expedient only if there is a real danger of developing personal or group relationships into destructive, destructive forms, such as, for example, the rupture of personal relationships, the breakup of a family, the collapse of a labor group, interclass, interethnic or interstate clashes.

Conflict prevention is essentially an impact on those socio-psychological phenomena that can become elements of the structure of a future conflict, on its participants and on the resources they use. Since each conflict is associated with the infringement of certain needs and interests of people, both material and spiritual, its prevention should begin with its distant, deep prerequisites, with the identification of those causes that potentially contain the possibility of a conflict.

Objective or social causes are the economic, political and spiritual contradictions of social life. These are various kinds of distortions in the economy, sharp contrasts in the standard of living of social groups, inefficient management, spiritual intolerance, fanaticism, and so on. Methods for preventing the causes of conflicts at this level are well known and boil down to: pursuing an economic and cultural policy based on the principles of equality and social justice; strengthening in all spheres of society the principles of law and order; raising the cultural level of the population, an essential element of which is conflictological literacy.

The implementation of these social programs is the most reliable means of excluding destructive conflicts from social life, as well as many other negative phenomena.

Conflictology distinguishes among the causes of conflicts, in addition to social, also causes of a different kind - psychological. Such are the conflicts generated by feelings of deceived trust, mutual hostility, hurt pride, doubts about the correctness of the chosen life path and other purely psychological reasons. Moreover, despite their ephemeral, ideal nature, these motives can acquire very visible, dramatic forms of aggressive actions of the participants in the conflict.

It is possible to prevent or weaken the conflict of the psychological level only by neutralizing the aggressive feelings and aspirations of people, which is a very, very difficult task. It is possible to achieve the transformation of existing aggressive attitudes, thoughts and feelings only on the basis of a deep analysis of the psychological situation, if possible at the earliest stages of the emergence of appropriate motives among the warring parties. Only on this basis is it possible to block the development of the conflict into a destructive phase with the use of violence and other destructive means.

Achieving this lofty goal is possible only as a result of the consistent implementation of a whole range of thoughtful measures to strengthen relations of cooperation and mutual assistance between people.

Therefore, every leader, recognizing not only the difficulties, but also the real possibilities of solving this most important managerial task, is called upon to counteract any manifestations of disorganization, to the best of his ability, especially those that bring to life the danger of a destructive conflict. A universal way to prevent such conflicts is to pursue a policy of strengthening cooperation, which is consistently carried out both at the social and psychological levels.

Maintaining and strengthening cooperation, relationships of mutual assistance is the central problem of all conflict prevention tactics. Its solution is complex and includes methods socio-psychological, organizational - managerial and moral and ethical nature Conflictology. Questions - answers: Proc. allowance for universities / Ed. V.P. Ratnikov. - M. UNITY-DANA, 2004. .

The most important of the socio-psychological methods focused on correcting the thoughts, feelings and moods of people are as follows:

1. Consent method involves carrying out activities aimed at involving potential conflict parties in a common cause, during the implementation of which potential opponents have a more or less wide field of common interests, they get to know each other better, get used to cooperating, and jointly solving problems that arise.

2. Goodwill Method, or empathy, developing the ability to empathize and sympathize with other people, to understand their internal states, involves the expression of the necessary sympathy for a workmate, partner, readiness to provide him with practical assistance. This method requires the exclusion from the relationship of unmotivated hostility, aggressiveness, impoliteness. The use of this method is especially important in crisis situations, when the expression of compassion and sympathy, broad and up-to-date information about ongoing events are of particular importance.

3. Partner Reputation Method respect for his dignity. In the event of any disagreement fraught with conflict, the most important method of preventing a negative development of events is the recognition of the dignity of a partner, the expression of due respect for his personality. Recognizing the dignity and authority of the opponent, we thereby stimulate the corresponding attitude of the partner towards our dignity and authority. This method is used not only to prevent conflict, but also in all forms of interpersonal communication.

4. Another effective tool for conflict prevention is complement method. It involves relying on such abilities of a partner that we ourselves do not have. The method of complementarity is especially important in the formation of working groups, which in this case often turn out to be very strong. Taking into account and skillfully using not only the abilities, but also the shortcomings of people who are closely related to each other, help to strengthen mutual trust and respect of people, their cooperation, and therefore help to avoid conflicts.

5. The method of non-discrimination of people requires the exclusion of emphasizing the superiority of one partner over the other, and even better - and any differences between them. To this end, in management practice, especially in Japanese firms, elements of equalizing material incentives for all employees in the firm are often used. From the point of view of conflict prevention, the egalitarian method of distribution has undoubted advantages, allowing you to avoid the appearance of such negative emotions as feelings of envy, resentment, which can provoke conflict confrontation. Therefore, in the interests of building up the anti-conflict potential of the organization, it is advisable to share merits and awards for everyone, even if they largely belong to one person. This principle is widely applied in Everyday life.

6. Method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. For this, the practice has developed many methods, such as anniversaries, presentations, various forms of joint recreation by members of work collectives. These and similar events relieve psychological stress, promote emotional relaxation, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

Organizational and managerial methods include:

(1) Principle long-term goals suggests that the goals of the organization should not be momentary, but long-term, solid, designed for 10-15 years. They should be aimed at the comprehensive development of production and the manufacturer, include the modernization of production, employee training, and ensuring continuous improvement in the quality of products or services. It is the manager's ability to long-term, strategic planning recognized today as the most valuable quality modern leader on which the stability of the organization, its ability to resist conflicts largely depends. Moreover, this principle is applicable not only to economic, but to any other type of social management.

(2) Principle willingness to take risks involves relying not on an obedient worker who is most afraid of making a mistake, but on people who are capable of taking calculated risks, despite the increasing possibility of mistakes. The modern manager sees his task in creating such a socio-psychological atmosphere in the group that, while allowing for the possibility of error, at the same time ensures the dynamic development of the organization, its rapid growth.

(3) Principle recognition of new ideas as the main value of any business. The ways of implementing this principle were the content innovation management, recently separated into a special branch of control theory. In accordance with this principle, a climate of innovation encouragement is created in firms, which is characterized by a free, informal atmosphere, tolerance for possible failures in any new business. Some firms pay innovators a share of the profits made from innovations.

(4) Principle efficiency focuses the attention of managers on the fact that the goal of a business is still not the generation of new ideas, but the production of quality goods and services and the extraction of high profits from this. It follows from it that any discussion of innovative ideas must necessarily end with the adoption of a decision on specific actions, unless, of course, these ideas relate to the universal foundations of being.

(5) Principle simplification involves the systematic blocking of a steady trend towards the complication of production and other social structures. This trend leads to swelling of the states and levels of management, each of which potentially contains the possibility of conflicts. Successful companies usually have a simple management system, a small staff and a minimum number of management links. The principle of simplification, without requiring additional costs, can provide a significant increase in production efficiency, improve the psychological climate in the organization.

(6) Principle selection and education efficient professional employees. This principle implies such a setting of managerial work, in which the most ordinary people provide an extraordinary result. Its implementation involves, first of all, the selection of such specialists who are able to perform this work. The overall result of the implementation of this principle is the formation of professional employees in the company, the main features of which are:

rare absence from work;

ability to work without external pressure;

high-quality and timely performance of work;

willingness to provide additional services to the company;

good work in the absence of the boss;

improving your work;

the desire to prevent conflict, to contribute to strengthening the atmosphere of cooperation.

(7) Finally, the principle cooperation summarizes, integrates in its content all the previous installations of effective anti-conflict management and is implemented only on the basis of their full implementation.

Methods of a moral and ethical nature:

1. Don't be late. Being late may be judged by your partner as a sign of disrespect. If you are delayed due to unforeseen circumstances, it is better to inform us in advance. This rule applies not only to the attendance at work, the meeting, but also to the observance of the established deadlines for the completion of work. To avoid delays, delays, time should be allocated to work with one or another stock. Admittedly, punctuality is an essential requirement of business etiquette.

2. Be laconic, do not say too much. The meaning of this requirement is to protect the secrets of the company as well as your personal secrets. It is well known that the protection of official secrets is one of the most important business problems, which often become a source of serious conflicts. This rule also applies to the secrets of the personal life of a colleague, which became known to you by chance. And this applies to both good and bad news from the personal lives of your colleagues.

3. Be kind and welcoming. Compliance with this rule is especially important when colleagues or subordinates find fault with you. And in this case, you should behave with them politely, kindly. It must be remembered that no one likes to work with people who are unbalanced, grouchy, capricious. Politeness, friendliness are needed for communication at all levels: with bosses, subordinates, customers, customers, no matter how provocatively they sometimes behave.

4. Sympathize with people, think not only about yourself, but also about others. Respect the opinions of others, even if they don't match yours. In this case, do not resort to sharp objections if you do not want to be in the category of people who recognize the existence of only two opinions: their own and the wrong one. It is people of this warehouse who often become the instigators of the conflict.

5. Watch your clothes, appearance. This means that you need to be able to organically fit into your environment at work, the environment of workers at your level. Moreover, this does not exclude the possibility of dressing with taste, choosing the appropriate color scheme and so on.

6. Speak and write in good language. This means that everything you say and write should be written in a literate, literary language. Make sure you never use swear words, even in a personal conversation, as this can develop into a bad habit that will be difficult to break.

These basic rules of business ethics serve as the most important prerequisite for the formation of an atmosphere of cooperation that creates a reliable barrier against destructive conflicts.

Borodkin Borodkin F. M. Koryak N. M. Attention: conflict! - Novosibirsk: Nauka, 1989 identifies four structural methods to prevent the emergence of a conflict situation:

Explain job requirements. Clarification of what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives should be mentioned here. various information, a system of authority and responsibility, as well as clearly defined policies, procedures and rules. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them and in what situation.

Coordination and integration mechanisms. One of the most common mechanisms is the command chain. As Weber pointed out long ago Weber M."Selected Works", - M.: Education, 1990. and representatives of the administrative school, the establishment of a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on some issue, the conflict can be avoided by contacting their common boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows perfectly well whose decisions he should obey.

In conflict management, integration tools are very useful, such as management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces and inter-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not.

For example, a company where there was a conflict between interdependent divisions - the sales department and the production department - managed to solve the problem by creating an intermediate service that coordinates the volume of orders and sales. This service was the link between sales and production and dealt with issues such as sales requirements, capacity utilization, pricing, and delivery schedules.

Organizational overarching goals. The effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The idea that is embedded in these higher goals will direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department conflict with each other, you should formulate goals for your department, and not for each shift individually. Likewise, setting clear goals for the entire organization will also encourage department heads to make decisions that benefit the entire organization, not just their own functional area. The presentation of the highest principles (values) of the organization reveals the content of complex goals. The company seeks to reduce the potential for conflict by setting out company-wide, overarching goals in order to achieve greater coherence and performance across all staff.

The structure of the reward system. Individuals who contribute to the achievement of corporate overarching goals, help other parts of the organization, and seek to address a problem in an integrated manner should be rewarded with commendation, bonuses, recognition, or promotions. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

The systematic, coordinated use of a system of rewards and rewards for those who contribute to the achievement of corporate goals, helping people understand how they should act in a conflict situation so that it is in line with the desires of management.

In the event that a conflict situation has arisen, then the task of the leader to resolve the conflict situation is as follows: it is necessary to carry out a number of specific measures: symptomatology, diagnosis of the conflict situation and prediction of destructive consequences. That is, to find out the cause of the conflict, to determine the goals of the conflicting parties,

outline the areas of convergence of the points of view of the conflicting parties and clarify the behavioral characteristics of the subjects of the conflict. The study carried out in this way makes it possible to form a general idea of ​​all aspects of the conflict situation.

To do this, analyze the situation by substituting the following questions:

Reason for the conflict. Do the conflicting parties understand the cause of the conflict? Do you need help to get out of the conflict? Where is the cause of the conflict? Have the conflicting parties asked for help?

The goal is conflicting. What exactly are the goals of the conflicting parties? Is everyone equally striving towards these goals? How do these goals fit with the overall goals of the organization? Is there a common goal that could unite the efforts of the conflicting parties? Do the disagreements of the parties relate to the purpose of the activity or the means to achieve it?

areas of convergence. On what issues could the conflicting parties develop common views? These are, of course, the problems of the business and emotional atmosphere that contributes to the establishment of a favorable psychological climate in the organization.

Subjects of the conflict. Who is the leader? How do people treat each other? What are the features of linguistic and non-linguistic factors of communication? Are there generally accepted norms of behavior among conflicting parties?

Determine what the consequences might be if the conflict continues: the most favorable outcome, the worst-case scenario for the development of the conflict, the most realistic development of events.

INTRODUCTION

1 CONFLICT: ITS CONCEPT AND ESSENCE

2 STRUCTURE OF THE CONFLICT

3WAYS TO PREVENT CONFLICTS

3.1 Prevention and forecasting of conflicts

3.2 Collision avoidance technology

3.3 Conflict prevention techniques

4 TOLERANCE AS A WAY OF PERMISSION AND PREVENTION

BIBLIOGRAPHY

INTRODUCTION

The term "conflict" comes from the Latin conjlictus , which means literally "collision, serious disagreement, dispute".

It is known that all conflicts have a psychological component based on the specifics of a person's inner life, as well as his social relations. Among specialists involved in the study of conflict, there is no single point of view on the question of what it is. This is due to a number of reasons: the complexity of the conflict phenomenon itself, as well as an ambiguous understanding of what caused its occurrence.

At present, the conflict has become the dominant cell of social relations. It is present in both overt and latent forms. It is present in the clashes of the proposed prospects for the development of the country and in everyday life, penetrating the fabric interpersonal relationships. Conflict is also present where there is cooperation and agreement. The main question, therefore, is not to return to a conflict-free state, but to learn to live with conflict, being aware of its stimulating effect when it develops within certain limits, and, being aware of its destructive nature when it outgrows these boundaries. Conflicts are one of the most dynamically developing areas of psychology.

There are various definitions of conflict, but they all emphasize the presence of contradiction, which takes the form of disagreement when it comes to human interaction. Conflicts can be hidden or overt, but they are always based on a lack of agreement. Therefore, the conflict is defined as the lack of agreement between two or more parties - individuals or groups.

1 CONFLICT: ITS CONCEPT AND ESSENCE

As practice shows, conflict is often associated with negative emotions and such states as tension, anxiety, envy, jealousy, hostility, resentment, annoyance, pain, trauma, stress, apathy, rage, anger, etc.

Despite the fact that the conflict has already become the object of study of a separate discipline, the attitude towards it in society as a whole is not changing so quickly. Some people seek to avoid conflict by any means, others prove that there are no conflicts in their lives, others believe that cursing, fighting with someone is not a conflict. Among the existing definitions of conflict, two main approaches can be put forward.

Generalized(wide) or conflictological approach considers conflict as any clash of opposite sides, forces, etc. Then the conflict can be spoken of as a phenomenon not only of living, but also of inanimate nature. In this case, a stone falling to the ground, a collision of two moving balls, a ball hitting a tennis racket - all this is also a conflict. In other words, the concept of "conflict" is identified with a collision, and "conflict" and "contradictions" become comparable concepts in scope.

Another approach, where the conflict is viewed as a clash of opinions, positions, views, etc., presupposes the presence of a subject of the conflict, i.e. a person who has consciousness, who knows how to evaluate himself and his environment, who knows how to emotionally respond to incoming information, who has his own personal opinion. In other words, this psychological approach, emphasizing the human nature of the interacting parties. In this sense, conflict is a psychological phenomenon.

In considering the conflict as a psychological phenomenon, three main directions can be distinguished: one of them emphasizes its behavioral aspect, other - perception of contradictions and the third considers it as a kind interactions.

Direction that emphasizes behavioral antagonism or conflict actions, considers them a necessary component of the conflict, or, simply, if there are contradictions, but there are no conflict actions (fights, battles, wars, etc.), then we can assume that there is no conflict, in fact. The conflict becomes such only because of the behavior or actions taken. Then all the negative emotions, experiences associated with what offends you are not a conflict.

Another direction recognizes the existence of a conflict already under objectively established antagonism of interests, goals, motives etc. Of course, where there are different points of view, collisions are possible. People who have different goals, values, opinions and ideas about how to achieve these goals, plans and principles of life, etc., are potential carriers of conflict. However, as you know, we can hold diametrically opposed views, have different motives and goals, but at the same time not be hostile, not quarrel, not show aggression. It is the external realization of these contradictions that gives them social significance, the authors of the first direction object. We can stand on opposite positions and at the same time treat each other with respect, strive to find understanding, common points, or we can fight stubbornly until mutual destruction, even without sufficient grounds for that.

The third direction emphasizes not so much the contradictions themselves as the attitude of the subject to them, their perception. American researcher D. Myers in his book “ Social Psychology considers this important aspect - the perception of conflict. He defines conflict as "perceived incompatibility of actions or goals". Very often, it is the perceived incompatibility that does not allow people to look at the current conflict situation as a task that needs to be solved, and their attention is riveted to its insolubility. Remember how, perhaps, you yourself got into situations when it seemed that it was impossible to do otherwise, and then it turned out that the way out was simple and so close.

In the concept of "conflict" initially, as in the conflict itself, opposites, different, polar meanings are linked. Just as a true point of view can exist only if a false point of view coexists with it, good implies the existence of evil (good - bad, etc.).

"The conflict appears as bipolar phenomenon- the confrontation of two principles, manifesting itself in the activity of the parties aimed at overcoming the contradiction. One of the prominent modern theorists in the field of the sociology of conflict, R. Dahrendorf, believes that any conflict comes down to "the relationship of two elements." Even if several groups are involved in the conflict, coalitions form between them, and the conflict again acquires a bipolar nature.

The parties to the conflict are interconnected and opposite at the same time. It is impossible to imagine a conflict between two unrelated people. The presence of common and at the same time mutually exclusive interests, intersecting goals, values, motives for interactions is an indispensable condition. Confrontation of interests implies the existence of at least two incompatible positions, motives, etc. and the inability to make a common decision. These "poles" mutually presuppose each other - as left and right, good and evil, high and low, etc., and their opposition becomes possible only in interaction.

2 STRUCTURE OF THE CONFLICT

Conflict as a multidimensional phenomenon has its own structure. Structure of the conflict is understood as a set of stable links of the conflict, ensuring its integrity, identity to itself. The main components of the conflict structure:

1. Participants in the conflict . In any conflict, people are the main actors. They may act as individuals in the conflict or may form different groups.

The degree of participation in the conflict can be different: from direct opposition to indirect influence on the course of the conflict. Therefore, they distinguish: the main participants in the conflict, support groups, other participants.

main participants in the conflict. They are often referred to as parties or opposing forces. These are the subjects of the conflict that directly perform active (offensive or defensive) actions against each other. Some authors introduce such a concept as “opponent”, which in Latin means objector, opponent in a dispute.

The opposing sides are the key link in any conflict. When one of the parties withdraws from the conflict, it ends. If in an interpersonal conflict one of the participants is replaced by a new one, then the conflict changes, a new conflict begins. This is because the interests and goals of the parties in an interpersonal conflict are individualized. In intergroup conflict, the departure or arrival of a new participant does not affect the conflict. In such a conflict, indispensability refers not to the individual, but to the group.

Often in a conflict, one can single out the party that first started the conflict actions. She is called the initiator of the conflict. If one of the parties initiates a conflict, this does not mean that it is wrong. For example, if an innovator, unable to achieve the introduction of innovation without conflict, goes to confrontation, then the assessment of his actions will be positive.

However, in long, protracted intergroup conflicts, it is difficult to determine the initiator. Many of these conflicts have decades of history, making it difficult to pinpoint the move that led to the struggle.

Support groups. Almost always in any conflict there are forces behind the opponents, which can be represented by individuals, groups, etc. Either by active actions, or only by their presence, silent support, they can radically influence the development of the conflict, its outcome. Even if we take into account that individual incidents during the course of the conflict can occur without witnesses, the outcome of the conflict is largely determined by their existence.

Support groups can be represented by friends, subjects associated with opponents by some obligations, colleagues at work. The support group may include leaders or subordinates of opponents.

Other members. This group includes subjects that have an episodic effect on move and results of the conflict. These are the instigators and organizers. An instigator is a person who pushes another participant into a conflict. The instigator himself may then not participate in this conflict. Its task is to provoke, unleash the conflict and its development. Organizer - a person or group planning the conflict and its development, providing for various ways to ensure and protect participants.

2. The subject of the conflict . As noted above, the core of any conflict is a contradiction. It reflects the clash of interests and goals of the parties. The struggle going on in the conflict reflects the desire of the parties to resolve this contradiction, as a rule, in their favor. In the course of the conflict, the struggle can fade and intensify. To the same extent, the contradiction fades and sharpens. However, the problem of conflict remains unchanged until the contradiction is resolved.

In most cases, the essence of the contradiction in the conflict is not visible, does not lie on the surface. Participants in the conflict operate with such a concept as the subject of the conflict. It reflects the ordinary perception of the main contradiction of the conflict.

Thus, the subject of the conflict is an objectively existing or imaginary problem that serves as the basis of the conflict. This is the contradiction, because of which and for the sake of the resolution of which the parties enter into confrontation.

3. The object of the conflict. Another indispensable attribute of the conflict is its object. It is not always possible to immediately distinguish it in each case. The problem or subject of the conflict is more easily identified. The object lies deeper, it is, as it were, covered with a shell and is the core of the problem, the central link in the conflict situation. Therefore, sometimes it is considered as a cause, a pretext for conflict.

4. Micro and macro environment . When analyzing a conflict, it is necessary to single out such an element as the conditions in which the participants in the conflict are and act, that is, the micro- and macroenvironment in which the conflict arose. This approach allows us to consider the conflict not as an isolated system, but as a social situation. The social environment includes not only the immediate environment of the individual, but also social groups, of which this individual is a representative.

3 WAYS TO PREVENT CONFLICTS

The conflict, like any interaction between people, is governed by the norms of social behavior. Normative regulation of conflicts makes the system more stable, determines the long-term order of development and resolution of conflicts. Great importance at the same time, they have moral standards, they affect our ideas about good and evil, right and wrong behavior, justice and decency, etc. Therefore, there are norms in force, according to which the participants get the opportunity to properly assess the conflict itself, themselves and the other side. The difficulty, however, lies in the fact that these assessments are ambiguous, and sometimes very different and even opposite. All this is largely determined by attitudes, traditions, upbringing, etc., but above all, knowledge of these norms, an understanding of how one should act in appropriate situations.

The attitude of tolerance calls for abandoning such a position, when strength can be the only criterion for rightness. Such an attitude presupposes taking into account the interests of another person precisely when you yourself have strength, power, etc. For example, a wealthy person voluntarily, without coercion, is ready to save water so that others will have enough of it; if the strongest boxer does not "give back" to the one who stepped on his foot, not because he cannot; and someone does not take a bribe, not because he cannot, but because his conscience does not allow him, etc.

If a person has managed to realize and accept tolerance as a value, it allows him to continue to live according to other (consistent with himself and with the world) norms, then the society in which he lives will also change. This is a different level of consciousness, which allows you to think not only about yourself and your own skin, but also about others. This is the expansion of one's own borders, one's own world, but not under duress, but voluntarily, in accordance with one's own position and will. The wives of the Decembrists went to Siberia, exchanging their comfortable life for difficulties - such was their civil and human position.

Positive traditions serve as a stabilizing factor preventing the emergence of conflicts.

Conflict prevention is important both socially and personally. An urgent task is to master the necessary norms of social behavior that correspond to the age characteristics of a person and meet modern ideas about social competence.

Another essential task is conflictological literacy, which involves mastering effective interaction strategies, ways to resolve and prevent conflicts, the possibility of transferring a conflict from a destructive channel to a constructive one, self-regulation skills in conflict, etc.

The third important task is a conscious attitude to one's own psychological problems, understanding the importance of self-examination and self-change, free and conscious acceptance of tolerance as a norm of existence and coexistence. This one is far from complete list conflict prevention measures that everyone needs today.

Taking into account the special importance of preventive measures in conflict situations, let us first of all dwell on the analysis of possible models of behavior in such an environment. There are two ways to master the accumulated theory and practice experience.

One involves regular exercises and training, repeated use of training, participation in business and situational games. And the more a person repeats the exercise, the more perfect and stronger his skills will be, the more confident he will feel in the most unforeseen conflict incidents. This method is very useful and efficient.

Another way is based on finding your own way of behavior in a conflict situation, your conflict management technology. Here the process of self-development and self-education plays a very important role. It is possible and necessary to use the acquired knowledge about the conflict in everyday life to create a climate of mutual trust and cooperation. This approach is based on the desire for agreement and mutual understanding, as well as on the unwillingness to use the weak, vulnerable sides of the partner. If both parties are interested in achieving a common positive result, strive for cooperation, then the conflict is resolved more successfully.

The presence of a common goal and the experience of joint activities bring partners together. The better they understand the essence of the individual elements of the conflict, the easier it will be for them to find a means of effectively resolving it.

Conflictologists used a number of ways to maintain and develop cooperation. These include, in particular, the following:

1) consent, which consists in involving potential opponents in a common cause, uniting them with a common goal;

2) tolerance for a partner - "entering" into the position of a partner, awareness of his difficulties, expression of sympathy; respectful attitude towards him, although the interests of both partners in this context diverge;

3) mutual complementation consists in using such features of a partner (potential rival) that the first subject does not possess. By developing and using these qualities in joint activities, one can strengthen mutual respect and cooperation and avoid unnecessary conflicts;

4) non-discrimination, which means avoiding emphasizing the differences between partners, any superiority of one over the other;

5) psychological “stroking” is the maintenance of a good mood, positive emotions on a variety of occasions, which relieves tension, causes a feeling of sympathy for a partner and thereby significantly complicates the emergence of a conflict situation.

Experience shows that it is possible to introduce training in practical conflictology, conflict resolution, mediation methods, and negotiation. In special psychology classes, one can learn to understand the feelings of another, read non-verbal information, manage conflicts, cope with the tension that arises in their own conflicts; to overcome the destructiveness of conflicts, including intrapersonal ones, to effectively help others in resolving conflicts.

3 . 1 Prevention and forecasting of conflicts

The earlier a problematic situation of social interaction is discovered, the less effort must be made in order to resolve it constructively. Early detection of social contradictions, the development of which can lead to conflicts, is provided by forecasting. Forecasting conflicts consists in a reasonable assumption about their possible future occurrence or development.

Conflict prevention consists in such an organization of the life of the subjects of social interaction, which eliminates or minimizes the likelihood of conflicts between them.

Conflict prevention is their prevention in the broad sense of the word. The purpose of conflict prevention is to create such conditions for the activity and interaction of people that would minimize the likelihood of the emergence or destructive development of contradictions between them.

Preventing conflicts is much easier than constructively resolving them. As practice shows, conflict prevention is no less important than the ability to constructively resolve them. At the same time, it requires less effort, money and time and prevents even those minimal destructive consequences that any constructively resolved conflict has.

In a modern organization, conflict prevention activities can be carried out by the participants in social interaction themselves. It can be carried out in four directions:

1. Creation of objective conditions preventing the emergence and destructive development of pre-conflict situations. It is impossible to completely exclude the occurrence of pre-conflict situations in a team, organization, or society. However, it is not only possible but necessary to create objective conditions for minimizing their number and resolving them by non-conflict methods. These conditions include, in particular, the following: creating favorable conditions for the life of employees in the organization; fair and public distribution of material wealth in the team, organization; availability of legal and other regulatory procedures for resolving typical pre-conflict situations; soothing material environment surrounding a person (convenient layout of premises, availability indoor plants etc.).

2. Optimization of organizational and managerial conditions for the creation and operation of companies is an important objective and subjective prerequisite for preventing conflicts. The objective-subjective conditions for conflict prevention include organizational and managerial factors, including optimization of the organizational structure of the company, optimization of functional relationships, monitoring the compliance of employees with the requirements placed on them, making optimal management decisions and competently assessing the performance of other employees.

3. Eliminate the socio-psychological causes of conflicts.

4. Blocking personal causes of conflicts .

Social interaction is consistent when it is balanced. Exists five main balances, conscious or unconscious violation of which can lead to conflicts.

One of them is to maintain a balance of roles in the course of interaction. Each of the partners can play in relation to the other the role of a senior, equal or junior in their psychological status. If the partner accepts the role assigned to him, then the role conflict does not occur. Therefore, in a situation of social interaction, it is important to understand what role the partner plays and what role he expects from us. If the distribution of roles expected by the partner suits us, then we play the role that is expected of us. If not satisfied, then the partner's expectations must be adjusted without conflict. Since the role of junior is usually less comfortable, then in order to prevent conflicts, a person should avoid significant psychological dominance over partners. The most favorable for the prevention of role conflict is interaction with others on an equal footing.

Conflict prevention is facilitated by maintaining a balance of interdependence in decisions and actions in the interaction of people and social groups. Each person is inherently inherent in the desire for freedom and independence. However, the freedom of each of us cannot be ensured at the expense of the freedom of those with whom we interact. In the course of communication, it is necessary to feel what kind of dependence on our partner is not uncomfortable for him, and maintain a comfortable balance of interdependence.

In the process of joint activity, people provide each other with personal services. The analysis of conflicts between people shows that we consciously or subconsciously fix the services that we rendered and those that were rendered to us. Violation of the balance of mutual services in the interaction of people is fraught with tension in their relationships and possible conflict. If a person has provided a colleague personal service(replacing another at work, disinterested assistance in completing an urgent task, “getting a ticket”, goods, etc.), and in return did not receive services of approximately the same value over time, then the balance of services is disturbed, which leads to a violation of harmony in relationships , and with a significant imbalance - to conflicts.

In addition to the balance of mutual services, people, interacting with each other, to one degree or another strive to maintain the balance of damage. If a person has suffered significant damage, then he feels a desire to inflict retaliatory damage on those people through whose fault he suffered. Therefore, an important socio-psychological condition for the prevention of conflicts is not causing damage to others in the process of interacting with them. Damage disrupts the balance of interpersonal or intergroup interaction and can become the basis of conflict.

The fifth balance, the preservation of which contributes to the prevention of conflicts, is the balance of self-assessment and external assessment. In the process of social interaction, people constantly evaluate each other. An analysis of interpersonal conflicts showed that, evaluating himself and the results of his activities, a person more often chooses the positive aspects of his personality and what he managed to do in the process of work as the basis for evaluation. When evaluating the work of other people (especially subordinates), a person often evaluates it by what the subordinate (or another person) failed to do compared to the ideal, normative requirements for the activity and its goal.

Speaking about the balance of roles, interdependence in decisions and actions, services, damage, self-assessment and external assessment as prerequisites for preventing conflicts, it must be emphasized that this is not an objective, but a subjectively assessed balance. A potential prerequisite for conflict can be a subjectively assessed imbalance, which again exceeds the allowable value, again subjectively assessed by partners.

3.2 Collision avoidance technology

To prevent conflicts, it is very important to know not only what needs to be done, but also how to achieve the development of a problem situation in a constructive direction. Conflict prevention in the narrow sense of the word consists in dealing with specific conflicts. This is the activity of the parties to the conflict, as well as third parties to eliminate the objective and subjective causes of the impending collision, to resolve the contradiction in non-conflict ways. Conflict prevention technology is a set of knowledge about the ways, means, methods of influencing the pre-conflict situation, as well as the sequence of actions of opponents and third parties, as a result of which the contradiction that has arisen is resolved.

It is possible to influence the problematic situation of interaction in two ways: to influence one's own behavior and to influence the psyche and behavior of the opponent. The second way is more complicated. As practice shows, it is easier and more effective to use methods and techniques for correcting one's attitude to a pre-conflict situation and behavior in it, since a number of subjective prerequisites for preventing conflicts are associated with a person's ability to communicate competently. To prevent conflict, it is often enough to change your attitude to the situation and adjust your behavior in it.

A pre-conflict situation usually does not arise suddenly, but gradually. It is important to determine in time that the emotional intensity of the dispute begins to exceed the permissible level, and competently stop it. Signs of an exacerbation of the dispute can be facial expressions, reddening of the face, gestures, content, pace and timbre of speech. You can competently end or smooth out the dispute by the following methods: say that you are right in something, and your opponent is in something; reduce the problem to a joke; move the conversation to another topic; give in if the issue of the dispute is not particularly important to you, and the verbal concession does not oblige you to take any action to implement it; say that you did not have time to fully understand the problem and invite the opponent to return to its discussion, for example, tomorrow (when emotions subside).

3.3 Conflict prevention techniques

For competent communication, not only conflict prevention techniques are necessary, but it is also necessary to feel exactly when these techniques need to be applied, in what situation, with whom and under what circumstances. The atmosphere of communication with people depends on the ability to correctly orientate and apply the necessary technique. This skill is the main condition for conflict-free interaction. To prevent conflict, you need to be able to:

Determine that communication has become pre-conflict, and “return” from the pre-conflict situation to normal interaction, and not go into conflict.

Understand the partner in interaction and not go into conflict if there is no confidence that the partner has correctly understood his motives.

Show tolerance for dissent.

Take care of reducing your relatively stable anxiety and aggressiveness.

manage your current mental state, avoid pre-conflict situations when overtired or overexcited.

To be internally prepared to solve emerging problems through cooperation, compromise, avoidance or concession.

Communicate with people, showing a sincere interest in a communication partner.

Maintain constructive ways of interacting with others despite the influence of conflict factors, i.e. have a high resistance to conflict.

4 TOLERANCE AS A WAY TO RESOLUTION AND PREVENTION OF CONFLICTS

In the scientific literature, tolerance is considered, first of all, as respect and recognition of the equality of opinions of partners, the rejection of dominance and violence.

Tolerance implies a person's willingness to accept others as they are and to interact with them on the basis of consent. At the same time, tolerance is not a relationship of indifference (indifference) or adaptation to another (conformism). It does not imply a sacrificial position - a complete rejection of one's own interests, or altruism. This is an active position of the parties interested in a joint result, cooperation. The word "cooperation" initially has a meaning - the achievement of a certain joint result. This result should contribute to understanding, development of relationships, etc.

Tolerance in communication is the position of a person who is mature, independent, has his own values ​​and interests, is ready to defend them and at the same time respects the positions and values ​​of other people. A tolerant person knows himself well and recognizes others, noticing them before they are asked to. Understanding tolerance is achieved by comparing it with intolerance - intolerance. As many domestic and foreign authors note, manifestations of intolerance are:

Prejudices, prejudices, negative stereotypes (opinion about a person as a representative of a certain group - a representative of a different culture, nationality, race, gender, religion, etc.) - nationalism, chauvinism, racism;

Violence in actions and speech - harassment, intimidation, threats; repression; genocide; insults, ridicule, labels, nicknames;

Extremism in views and actions - terrorism, fascism, desecration of religious and cultural symbols;

Exploitation;

Discrimination, isolation in society - by gender, migrant phobia.

Intolerance is often not an openly expressed position, but a hidden, implicit one. When studying the tolerance of our students, for example, they asked everyone the same question: should a person follow the laws, should a person in our country obey certain rules, norms of behavior? Almost everyone answered in the affirmative. When they asked more specific questions relating to each person personally (what to do with you if you broke the rules traffic; how you will act, ambiguous positions appeared behind the categorical correct judgments, intolerance appeared behind the condemnation of another person. And this is not about youthful intolerance, but about categorical judgments.

The main criteria for tolerance:

position on an equal footing and taking into account the interests of the other;

Renunciation of violence;

Conscious attitude to oneself, to another, to society;

Obedience to rules, laws (of good will);

Positive goals (aimed at the result and expressed in positive language);

The ability to maintain internal stability, balance in difficult situations;

The ability of personal choice.

CONCLUSION

Thus, the following conclusions can be drawn:

1. Conflict is the presence of a contradiction, which takes the form of disagreements when it comes to the interaction of people. The conflict is a phenomenon that plays a special role in the mental life of people, their development, self-realization, relationships with other people and in the life of society as a whole.

2. Conflict prevention is based on human moral norms and values, which define our ideas of good and evil, right and wrong behavior, justice and decency. A decent and well-mannered person simply will not bring the situation to a conflict, but will try to prevent it.

3. Conflict prevention is important both socially and personally. One of its conditions is conflictological literacy, which involves mastering strategies for effective interaction, ways to resolve and prevent conflicts, the possibility of transferring a conflict from a destructive channel to a constructive one, skills of self-regulation in conflict, etc.

4. An important component of conflict prevention is also a conscious attitude to one's own psychological problems, understanding the importance of self-examination and self-change, free and conscious acceptance of tolerance as a norm of existence and coexistence.

5. Tolerance implies a person's readiness to accept others as they are and to interact with them on the basis of consent. This is an active position of the parties interested in a joint result, which should contribute to understanding, development of relations, etc.

BIBLIOGRAPHY

1. Asmolov A. G. A word about tolerance // Century of tolerance. - 2006. - No. 1.

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3. Grishina NV Psychology of conflict. - SPb., 2000.

4. Grishina NV Psychology of conflict. - St. Petersburg, 2003.

5. Emelyanov SM. Workshop on conflictology. - 3rd ed. - St. Petersburg, 2004.

6. Conflicts: struggle, interaction, cooperation: Proc. allowance / Ed. G.M. Potanin. - M., 2007.

8. Mirimanova M. S. Conflictology: Textbook. - 3rd ed., corrected. - M .: Publishing Center "Academy", 2006.

9. Mirimanova M. S. Tolerance as a problem of education // Development of personality. - 2002. - No. 2.

10. Moltz, I am I, or How to become happy. - St. Petersburg, 1992.

11. Pezeshkian N. Psychotherapy of everyday life: Conflict resolution training. - SPb., 2001.

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The earlier a problematic situation of social interaction is discovered, the less effort must be made in order to resolve it constructively. Early detection of social contradictions, the development of which can lead to conflicts, is provided by forecasting. Forecasting conflicts consists in a reasonable assumption about their possible future occurrence or development.

Conflict prevention consists in such an organization of the life of the subjects of social interaction, which eliminates or minimizes the likelihood of conflicts between them.

Conflict prevention is their prevention in the broadest sense of the word. The purpose of conflict prevention is to create such conditions for the activity and interaction of people that would minimize the likelihood of the emergence or destructive development of contradictions between them.

Preventing conflicts is much easier than constructively resolving them. As practice shows, conflict prevention is no less important than the ability to constructively resolve them. At the same time, it requires less effort, money and time and prevents even those minimal destructive consequences that any constructively resolved conflict has.

In a modern organization, conflict prevention activities can be carried out by the participants in social interaction themselves. It can be carried out in four directions:

1. Creation of objective conditions preventing the emergence and destructive development of pre-conflict situations. It is impossible to completely exclude the occurrence of pre-conflict situations in a team, organization, or society. However, it is not only possible but necessary to create objective conditions for minimizing their number and resolving them by non-conflict methods. These conditions include, in particular, the following: creating favorable conditions for the life of employees in the organization; fair and public distribution of material wealth in the team, organization; availability of legal and other regulatory procedures for resolving typical pre-conflict situations; soothing material environment surrounding a person (convenient layout of the premises, the presence of indoor plants, etc.).

2. Optimization of organizational and managerial conditions for the creation and operation of companies is an important objective and subjective prerequisite for preventing conflicts. The objective-subjective conditions for conflict prevention include organizational and managerial factors, including optimization of the organizational structure of the company, optimization of functional relationships, monitoring the compliance of employees with the requirements placed on them, making optimal management decisions and competently assessing the performance of other employees.

3. Eliminate the socio-psychological causes of conflicts.

4. Blocking personal causes of conflicts .

With the help of the study, it was found that the majority of the interviewed teachers resort to the confrontation strategy, considering it the most effective in a conflict situation.

There are various ways to resolve conflicts.

Humor is a non-maliciously mocking attitude towards disagreements. There is no place for sarcasm here, as it can offend one of the conflicting parties.

Psychological stroking - a manifestation of affection, is to highlight the positive features of the "enemy".

Compromise is an agreement based on mutual concessions.

Arbitration, as a way to resolve the conflict, is good because a disinterested person can help the conflicting parties see what they did not notice in the "heat of the fight."

Ultimatum, i.e. presentation of a decisive demand with the threat of applying measures of influence (sanctions), in case of refusal.

Suppression (moral or physical); breaking ties - extreme ways to resolve the conflict, is used if the principles of persuasion are affected, which the subject cannot compromise.

Confirming the hypothesis mentioned at the beginning of the work, we can conclude that each person (especially the teacher) must find his own way of behavior in a conflict situation, his own conflict management technology. Only regular exercises and trainings, repeated use of trainings, participation in business and situational games, you can get the skills to get out of the conflict. And the more a person repeats the exercises, the more perfect and stronger his skills, the more confident he will feel in the most unforeseen incidents.

Feeling the effectiveness of the chosen tactics, you can improve your technology, based on internal sensations. If you manage to find your technology and inner support, then this skill will never disappear.

Gradually, a stable public opinion is being formed about the need for the formation and development of conflictology in education as one of the scientific and practical areas of general conflictology.

There are various strategies of behavior in conflict: confrontation, cooperation, compromise, evasion, concession.

When a conflict situation arises or at the beginning of the development of the conflict itself, its participants must choose the form and style of their further behavior so that this will least affect their interests. We are talking about intergroup and interpersonal conflicts in which at least two parties participate and in which each of the parties chooses the form of their behavior in order to preserve their interests, taking into account further possible interaction with the opponent. In the event of a conflict situation, a person (group) can choose one or several options behaviors:

active struggle for their interests, elimination or suppression of any resistance;

withdrawal from conflict interaction;

development of a mutually acceptable agreement, compromise;

using the results of the conflict in their own interests.

The following five main styles of behavior in conflict were identified: evasion, confrontation; compliance; cooperation; compromise.

Evasion (avoidance, withdrawal). This form of behavior is characterized by individual actions and is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, avoids a dispute. This style suggests a tendency to avoid responsibility for decisions. This behavior is possible if:

the outcome of the conflict for the individual is not particularly important;

the situation is too complicated and the resolution of the conflict will require a lot of effort from its participants;

the individual does not have enough power to resolve the conflict in his favor;

the outcome of the conflict for the individual is not particularly important.

Confrontation (competition) characterized by an active struggle of the individual for their interests, lack of cooperation in finding a solution, focusing only on their own interests at the expense of the interests of the other side. The individual uses all means available to him to achieve his goals: power, coercion, various means of pressure on opponents, the use of the dependence of other participants on him. The situation is perceived by the individual as extremely significant for him, as a matter of victory or defeat, which implies a tough stance towards opponents and irreconcilable antagonism towards other participants in the conflict in case of their resistance.

Conditions for applying this style:

perception of the situation as extremely significant for the individual;

the presence of a large amount of power or other opportunities to insist on one's own;

limited time for resolving the situation and the impossibility of a long search for a mutually acceptable solution;

Compliance (adaptation). The actions of the individual are aimed at maintaining and restoring favorable relations with the opponent by smoothing out disagreements at the expense of their own interests.

This approach is possible if:

the contribution of the individual is not too great: and the possibility of losing is too obvious;

the subject of the disagreement is more significant for the opponent than for the individual;

preservation good relations with an opponent is more important than resolving the conflict in your favor;

the individual has little chance of winning, little power.

Cooperation means that the individual is actively involved in the search for a solution that satisfies all participants in the interaction, but not forgetting his own interests. An open exchange of views is expected, the interest of all participants in the conflict in developing common solution. This form requires continuous work and the participation of all parties. If the opponents have time, and the solution of the problem is essential for everyone, then with this approach it is possible to discuss the issue in a comprehensive manner, the disagreements that have arisen and develop a common solution while respecting the interests of all participants.

At compromise the actions of the participants are aimed at finding a solution through mutual concessions, at developing an intermediate solution that suits both parties, in which no one really wins, but no one loses either. This style of behavior is applicable provided that the opponents have the same power, have mutually exclusive interests, they do not have a large reserve of time to search for a better solution, they are satisfied with an intermediate solution for a certain period of time.

Conflict management involves not only the regulation of confrontation that has already arisen, but also the creation of conditions for its prevention. Moreover, the most important of the two specified management tasks is prevention. It is well-organized work on conflict prevention that reduces their number and excludes the possibility of destructive conflict situations.

All conflict prevention activities are one of the concrete expressions of the human ability to generalize the available theoretical and empirical data and on this basis to predict, predict the future, thus extending the area of ​​the known to the still unknown. This human ability is of particular importance in management activities. It is rightly said that to lead is to foresee.

Conflict prevention is a type of management activity that consists in the early recognition, elimination or weakening of conflict factors and, in this way, limiting the possibility of their occurrence or destructive development in the future. The success of such an activity is determined by a number of prerequisites:

1) knowledge of the general principles of managing social organizations, formulated by modern management theory, and the ability to use them to analyze conflict situations;

2) the level of general theoretical knowledge about the essence of the conflict, its causes, types and stages of development, which are formulated by conflictology;

3) the depth of analysis on this general theoretical basis of a specific pre-conflict situation, which in each individual case turns out to be unique and requires a special set of methods and means to resolve it;

4) the degree of compliance - the chosen methods of correcting the current dangerous situation with its specific content; this adequacy of the means used in a real situation depends not only on the depth of theoretical knowledge of the possible participants in the conflict, but also on their ability to rely on their experience and intuition.

It follows that conflict prevention is a very complex undertaking. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected. In order to ensure its effectiveness, we must clearly see the difficulties that lie in wait for us on this path.

There are a number of obstacles that reduce the possibility of preventing conflicts and directing their development in a constructive direction.

This obstacle is of a psychological nature and is associated with such a generic quality of human psychology, which is characterized as an irresistible human desire for freedom and independence. In this regard, people, as a rule, perceive negatively any attempts to interfere in their relationships, evaluating such actions as an expression of a desire to limit their independence and freedom.

The existence of some generally accepted moral norms governing human relationships. Based on them, people consider their behavior to be a purely personal matter, and the intervention of a third party is considered a violation of generally accepted norms of morality, one of which is the inviolability of personal life.

This obstacle is of a legal nature and is due to the fact that in countries with developed democratic traditions, some universal norms of morality have taken the form of legal norms that protect the fundamental rights and freedoms of the individual. Their violation in one form or another can be qualified not only as not quite moral, but also as illegal, especially since in a number of countries special laws have already been adopted prohibiting firms from interfering with the personal lives of their employees.

Therefore, successful conflict prevention activities can only be carried out within the boundaries established by psychological, moral and legal requirements for the regulation of human relationships. Moreover, such activity becomes expedient only if there is a real danger of developing personal or group relationships into destructive, destructive forms, such as, for example, the rupture of personal relationships, the breakup of a family, the collapse of a labor group, interclass, interethnic or interstate clashes.

Conflict prevention is essentially an impact on those socio-psychological phenomena that can become elements of the structure of a future conflict, on its participants and on the resources they use. Since each conflict is associated with the infringement of certain needs and interests of people, both material and spiritual, its prevention should begin with its distant, deep prerequisites, with the identification of those causes that potentially contain the possibility of a conflict.

The personality develops and improves in the process of its socialization, active assimilation and reproduction of social experience. A person has to adjust his actions in accordance with generally accepted norms and rules of behavior of others. For this, manifestations of one's temperament and character have to be kept under constant control. When a person copes with this task, he has less friction with others. Problems arise when a person's behavior is determined only by temperament and character traits, and the person does not participate in this process, or is not able to "control himself." The first thing to do on this path in the event of a conflict situation is not to respond to insults with an insult, not to let yourself be drawn into the conflict. Give the provocative party a chance to speak. If you are already drawn into a conflict, you need to find the strength in yourself and get out of it unilaterally. However, the problem should not be left unresolved, it is necessary to find the cause of the conflict and its other elements, to assess your capabilities to solve the problem. After the appearance of favorable conditions, it is possible to look for ways to negotiate, which should be conducted on an equal footing, without prejudice to each other's interests. Only behavior aimed at compromise and cooperation can lead to a successful outcome in resolving interpersonal conflict.

The full resolution of the conflict will be carried out when the opposing sides together quite consciously eliminate the causes that gave rise to it. If the conflict is resolved by the victory of one of the parties, then such a state will be temporary, and the conflict will necessarily declare itself in some form under favorable circumstances.

Thus, negotiations are the universal means of resolving conflicts. They end not only interpersonal conflicts, but even international wars. Conditions must be ripe for negotiations. However, the source of the conflict may be such reasons that lead to the destruction of the existing system of interaction.

Any settlement of the conflict or its prevention is aimed at preserving existing system interpersonal interaction.