18 Levels and types of human reactions in conflict

Signs of a conflict situation

The most characteristic signs of conflict situations in work collectives are:

• facts of humiliation of personal dignity in an official or informal setting;

• a sharp change in attitude towards work (functional responsibilities);

• facts of evasion of instructions and orders of immediate (superior) superiors;

• mutual or one-sided verbal or physical abuse;

• isolation, solitude, depression of individual members of the work collective;

• formal statement of work on personnel management;

• negative judgments about the environment, about the life and activities of colleagues and officials.

The study of conflict phenomena occurring in work collectives shows that the main condition for their occurrence is a violation of the moral norms of relationships between members of work collectives of different categories and the organization of the production process itself.

The results of research conducted by psychologists and sociologists indicate that the more people in a team are satisfied with work, the more favorable the moral and psychological climate in it, the more developed camaraderie and mutual assistance are, and, conversely, the more people are dissatisfied with work, the worse the atmosphere in the team , the more often various conflicts break out.

Managers are constantly faced with rather complex management situations, among which conflict situations occupy a special place. In some organizations, managers spend 50% of their working time exploring and resolving various conflicting relationships.

Meanwhile, signs of tension in the workforce can be identified by ordinary observation. The following forms of manifestation of a “brewing” conflict in an organization are possible: spontaneous mini-meetings (conversations of several people);

increase in absenteeism; decreased labor productivity; an increase in the number of local conflicts; increased emotional and psychological background; mass layoffs at their own request; spreading rumors; collective failure to comply with management instructions; spontaneous rallies and strikes; increase in emotional tension.

Conflicts in organizations very often have an interpersonal nature. Due to the peculiarities of the organizational climate, both ordinary employees and managers are drawn into conflicts. Thus, in the work group, which represents the main organizational structure of the work collective, one can observe mainly three prerequisites for conflict situations: a) all subordinates are in conflict opposition to each other; b) all subordinates are opposed to the leader; c) the group is divided into dyads and triads.

Research shows that all employees can be divided into three groups based on their commitment to conflicts: 1) conflict-resistant, 2) conflict-averse, and 3) conflict-prone. The number of the third group is about 6-7% of the total number of workers1. This is a relatively large group of difficult people, creating various excesses in the management system. Approximately the same proportions are observed in organizations in foreign countries.

Conditions that in a certain way influence the occurrence of conflict situations in work collectives can be:

• negative everyday, national and other customs and traditions artificially preserved in groups, which can be introduced by individual members of the team and compulsively cultivated;

• shortcomings in the organization of work and life of members of the workforce and members of their families;

• the predominance in the team of immoral, immoral relations between individual members both “vertically” and “horizontally”, which can develop due to unfavorable selection of people and other subjective reasons;

• distrust of the boss in his subordinates, expressed in excessive guardianship and substitution of subordinates in the performance of their duties;

• biased attitude of the boss towards the subordinate and vice versa;

• condescending attitude of individual superiors towards subordinates. It is most often expressed in tolerance and forgiveness of the shortcomings of the so-called “irreplaceable” activists;

• the presence in the workforce of unofficial microgroups with a negative orientation. The formation of such groups is, as a rule, based on the desire of individual team members to evade social work, dissatisfaction with the high demands of the leader, personal likes, dislikes, attachments, etc.

Identifying the sources of social tension and resolving the conflict at an early stage of its development significantly reduces the costs associated with it and reduces the possibility of negative consequences. A psychological service can play an important role, capable of monitoring, comprehensive analysis and diagnosis of the state of the organization, developing appropriate recommendations, and, if necessary, taking on mediation functions.

Based on studies of work collectives in a number of regions, the following option for assessing the state of relations in a team can be recommended for practical use:

if dissatisfaction does not exceed 20%, the situation can be considered normal;

if dissatisfaction is between 20 and 40%, the situation becomes unsustainable;

from 40 to 70% - an indicator of the pre-crisis state of relations;

from 70 to 100% - a pronounced crisis.

Based on these data, you can use the following formula to calculate socio-psychological tension in a team:

where K -

social tension coefficient;

x1 —

economic crisis factor (percentage of dissatisfaction);

X2 -

wage factor (percentage of dissatisfaction);

X -

other factors;

P -

the number of factors causing dissatisfaction among more than half of the respondents.

K value

corresponds to dissatisfaction of more than 70% of the number of respondents, which indicates a dangerous level of socio-psychological tension in the work team.

If the conflict could not be prevented or resolved at an early stage of development, then in the future it is possible to use the following methods of conflict management: avoiding the conflict (evasion), compromise, cooperation, forceful solution.

Resolution Methods

From a scientific point of view, there are specific methods for resolving conflict:

Structural

Most often used in the professional field. These include:

1. Clarification of requirements . Participants in the confrontation receive clear instructions as to whose competence this or that issue is. The possibility of a conflict is excluded due to the absence of common interests between which a clash could occur.
2. Use of special control mechanisms. A clear system of actions is developed and applied in practice when a negative situation arises that can turn into a conflict. The system allows you to identify an emerging dispute at an early stage and eliminate it before moving on to the next stage.
3. Setting goals. Bringing parties together to achieve a common goal will require complete reconciliation and the elimination of any differences.
   The desire for such a union for the sake of a common goal is observed only with a high level of motivation. That is, the goal must be of high significance for all parties to the conflict.
4. Application of rewards. The absence of conflicts, the ability to find a common language and reach compromises can be encouraged by a specially designed reward system.

Constructive

How to resist aggression and successfully resolve conflict? Similar methods of conflict resolution are more used in interpersonal communication.

To successfully resolve the situation using constructive methods, it is necessary to form an adequate perception of the situation among the participants , to dispose them to open interaction, to create an atmosphere of goodwill and trust, and to jointly determine the root of the problem.

Construction styles include:

1. Liberation from negative emotions. You can free yourself from a negative attitude by using various relaxation techniques, briefly leaving the room, openly expressing your experiences, calmly listening to the opinions of third parties, etc.
2. Building a dialogue. Calmed interlocutors share their experiences. Everyone calmly listens to the opponent’s position and then retells in his own words what he heard. This is how a person tries to objectively assess the position of the other side and look at the situation from a different angle.
3. Demonstrating a positive attitude . It is necessary to show the other party that, despite the situation that has arisen, there is respect for the opinion of the other person and acceptance of his point of view.
4. Analysis of your behavior. You should frankly evaluate the motives of your own behavior, and adequately determine the degree of significance of your own position for yourself.
   Often such an analysis leads a person to the conclusion that the essence of the conflict is not so significant for him, and he can easily abandon the dispute that has begun without suffering any losses.
5. Joint resolution of the situation. The parties together decide to end the dispute (come to a compromise, find ways to solve the problem, etc.).

Integral

Allows each side to feel like a winner . A similar effect is achieved when the parties agree to abandon their original positions, reconsider the situation and find a solution that satisfies everyone.

The method can only be used if the parties to the dispute demonstrate flexibility of thinking and the ability to adapt to new circumstances.

Compromise

The most peaceful, mature way to resolve the situation.

The parties decide on mutual concessions in order to eliminate the negative factors that caused the dispute.

Such behavior of people allows not only to peacefully resolve emerging contradictions without harm to anyone , but also to build long-term communication ties.

Completion Forms

What is the form of ending a conflict? A conflict of interest can be resolved as follows:

1. Permission . The prerequisites may be that the parties desire to end the dispute and not return to it in the future. To finally resolve the conflict, it may be necessary to involve third parties. This is especially true in the field of professional relationships.
2. Attenuation .
   The dispute may cease to be relevant for one of the parties or for all participants in the process. In the first case, the second party does not find a response to its own words and actions and is forced to end the conflict. In the second case, the parties simultaneously decide that they do not want to continue the dispute due to fatigue, the end of the arguments, loss of interest in the subject of the dispute, etc. This type of ending a conflict is not always a positive result, since if a new stimulus arises, the dispute may resume with renewed vigor.
3. Settlement . The parties come to a compromise and reach mutual agreements. As a result, the dispute is resolved through constructive dialogue and effective interpersonal interaction.
4. Elimination . The basis of the conflict is eliminated, transformed, modified, etc. In other words, the subject of the dispute ceases to be relevant at the current moment in time and the fact of a conflict of interests automatically disappears.
5. Growing into a new dispute . Unexplained contradictions on one issue can become a source of new conflicts generated by the primary dispute. This effect is especially often observed in the sphere of family relationships, when a remark made by one of the spouses on any issue develops into a mutual exchange of reproaches.

The emergence and awareness of an objective conflict situation.

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In most cases, a conflict is generated by an objective conflict situation, reflecting the desire of one of the parties to achieve some desired state for it, while the objective conflict nature of the situation is not realized by the parties. However, conflicting images often arise when there is no objective basis for the conflict.

The first stage of conflict development is characterized by the accumulation and aggravation of contradictions in the system of interpersonal or group relations. The reason for this is a sharp divergence of interests, values ​​and attitudes of conflict participants, which leads to social tension, this becomes the reason for the consolidation of psychological barriers and negative stereotypes that impede normal communication, promotes extrapolation, the transfer of conflicting interests from the sphere of business relations to personal relations and vice versa [36].

Conflict behavior, interaction.

It can be defined as actions aimed at directly or indirectly blocking the opposing party from achieving its goals, intentions, etc. This stage requires not only justification and decision-making, but also an attitude toward “fight,” a state of mental readiness for it, which shapes subsequent actions. Moreover, this is already a mutually directed system of negatively emotionally charged actions that complicate interaction.

It should be noted that the reaction or interaction of the subjects of the conflict can be carried out at three levels: “we-we”, “we-group”, “group-group”. The conflict is resolved only at the “we-we” level.

The decisive role in choosing one or another type of conflict interaction is played by the experience of previous interaction of the participants in the situation, experience from relationships. Cooperation develops on the basis of the previous positive experience of the parties to the conflict associated with their successful interaction; cooperation develops on the basis of the experience of previous disagreements, which were not successfully overcome, and were entrenched among the participants in the situation in the form of the experience of “non-agreement”; competition is associated with the experience of negative interaction, which included negative emotional components - dislike, hostility, etc., which are actualized in a new situation and turn it into a new stage of “struggle” between individuals.

Thus, the development of a conflict is a process based on the previous experience of the participants in the interaction, which generates their attitude to the new situation of contradictions between them, which, in turn, “sets” the scenario of their new interaction.

At the stage of conflict behavior, two stages of the phase are possible: constructive and destructive. The fundamental factors influencing the constructive or destructive nature of the development of the conflict include:

1. The nature of the problems affected by the conflict or their type, severity, magnitude;

2. Characteristics of the conflicting parties;

3. Degree of similarity - differences between the parties;

4. Situational factors;

5. Conflict management skills;

6. Strategies for behavior in conflict.

Destructive requires the intervention of a manager. It begins when mutual dissatisfaction with each other, ways of solving problems, and the productivity of joint activities exceeds the threshold of tolerance, and joint activities become unmanageable.

Conflict resolution.

At the end of the conflict, the following states are distinguished:

· full resolution;

· imaginary way out of the conflict;

· return to a state of readiness for conflict;

· decline, transition to a chronic state.

There is a tendency towards the normalization of the conflict and the elimination of its existence as such, this happens either as a result of a clear victory of one of the parties, or the enemy’s fear of suffering excessive damage.

This requires preventive measures to neutralize and relieve stress. It is obvious that complete resolution of the conflict implies not only the solution of the substantive problem, but also the normalization of the emotional-volitional sphere of a person.

If the resolution path

will be
constructive
, i.e. fruitful, then the conflict will be resolved and relations between the subjects of the conflict will move to a new level of development. Why does this happen? Each subject to the conflict must compare its interests with the interests of the other side. Then they need to recognize the right of each subject to realize their interests. And finally, it is very important to be able to predict future relationships with Others when choosing one or another option for resolving a conflict.

But the way to resolve the conflict

It can also be
destructive
, destroying the normal structure of something. Then each side will stubbornly defend its interests, not wanting to see the interests of the Other, not wanting to predict future relations with this Other. In this case, the conflict will never be resolved and the relationship will reach a dead end, and perhaps even be interrupted. The third stage in the development of the conflict is key and central. He decides the outcome of the whole matter. That is why, when they talk about conflict, they mean this moment as determining the entire further development of relations.

Conflict prevention is the creation of objective conditions and subjective prerequisites that facilitate the resolution of pre-conflict situations in non-conflict ways.

7. Speech as a means of business interaction

Communication is a complex, multifaceted process of establishing and developing contacts between people, generated by the needs of joint activities and including the exchange of information, the development of a unified strategy for interaction, perception and understanding of another person.

Communication as interaction presupposes that people establish contact with each other, exchange certain information in order to build joint activities and cooperation.

Official contacts should be built on a partnership basis, based on mutual requests and needs, and on the interests of the business. Undoubtedly, such cooperation increases labor and creative activity and is an important factor in the technological process of production and business.

Business communication is a complex, multifaceted process of developing contacts between people in the professional sphere. Its participants act in official capacities and are focused on achieving goals and specific tasks. A specific feature of this process is regulation, i.e. subordination to established restrictions that are determined by national and cultural traditions and professional ethical principles.

The regulation of business interaction is also expressed in attention to speech. It is mandatory to observe speech etiquette - norms of linguistic behavior developed by society, standard ready-made “formulas” that allow you to organize etiquette situations of greeting, request, gratitude, etc. (for example, “hello”, “be kind”, “permit me to apologize”, “ happy to meet you." These sustainable designs are selected taking into account social, age, and psychological characteristics.

As well as compliance with official and business etiquette.

Modern domestic official etiquette has international characteristics, because its foundations were actually laid in 1720 by the “General Regulations” of Peter I, in which foreign ideas were borrowed.

A general requirement is a friendly and helpful attitude towards all work colleagues and partners, regardless of personal likes and dislikes.

Business communication is conventionally divided into direct (immediate contact) and indirect (when there is a space-time distance between partners).

Direct business communication has greater effectiveness, the power of emotional impact and suggestion than indirect communication; socio-psychological mechanisms directly operate in it.

In general, business communication differs from ordinary (informal) communication in that in its process goals and specific tasks are set that require solutions. In business communication, we cannot stop interacting with a partner (at least without losses for both parties). In ordinary friendly communication, specific tasks are most often not set, specific goals are not pursued. Such communication can be stopped (at the request of the participants) at any time.

Types of business communication.

By nature and content, communication can be formal (business) and informal (secular, everyday, everyday).

Based on the method of information exchange, a distinction is made between oral and written business communication.

1. Oral types of business communication, in turn, are divided into monologue and dialogic.

Monologue types include:

· Greeting speech;

· Sales speech (advertising);

· Informational speech;

· Report (at a meeting, meeting).

· Business conversation - short-term contact, mainly on one topic.

· Business conversation - a lengthy exchange of information and points of view, often accompanied by decision-making.

· Negotiations - discussion with the aim of concluding an agreement on any issue.

· Interview - a conversation with a journalist intended for print, radio, television.

· Discussion;

· Meeting (meeting);

· Press conference.

· Contact business conversation - direct, “live” dialogue.

· Telephone conversation (distant), excluding non-verbal communication.

In direct contact and face-to-face conversation, oral and nonverbal communications are of greatest importance.

Conversation or sending messages by telephone are the most common forms of communication; they are distinguished by direct contact and a wide variety of communication methods, which makes it possible to easily combine the business (formal) and personal (informal) parts of any message.

2. Written types of business communication are numerous official documents: business letter, protocol, report, certificate, report and explanatory note, act, statement, agreement, charter, regulation, instruction, decision, order, instruction, order, power of attorney, etc.

According to content, communication can be divided into:

· Material - exchange of objects and products of activity;

· Cognitive - knowledge sharing;

· Motivational - exchange of motivations, goals, interests, motives, needs;

· Activity - exchange of actions, operations, abilities, skills.

By means of communication it is possible to divide into the following four types:

· Direct - carried out with the help of natural organs given to a living being: arms, head, torso, vocal cords, etc.;

· Indirect - associated with the use of special means and tools;

· Direct - involves personal contacts and direct perception of communicating people by each other in the very act of communication;

· Indirect - carried out through intermediaries, who may be other people.

2. Structure and functions of communication.

The structure of communication can be approached in different ways, in this case the structure will be characterized by highlighting three interrelated sides in communication: communicative, interactive and perceptual.

The communicative side of communication (or communication in the narrow sense of the word) consists of the exchange of information between communicating individuals.

The interactive side consists of organizing interaction between communicating individuals (exchange of actions).

The perceptive side of communication means the process of perception and knowledge of each other by communication partners and the establishment of mutual understanding on this basis.

The use of these terms is conditional, sometimes others use them in a similar sense: in communication there are three functions - information-communicative, regulatory-communicative, affective-communicative.

1) Communicative function of communication.

During an act of communication, there is not just a movement of information, but a mutual transfer of encoded information between two individuals - the subjects of communication. Therefore, information exchange takes place. But people do not just exchange meanings, they strive to develop a common meaning. And this is only possible if the information is not only accepted, but also comprehended.

1. Verbal communication.

Uses human speech as such. Speech is the most universal means of communication, since when transmitting information through speech, the meaning of the message is least lost.

The verbal communication process model includes 5 elements:

· WHO? (transmits message) – Communicator

· WHAT? (transmitted) – Message (text)

· HOW? (transfer in progress) – Channel

· TO WHOM? (message sent) – Audience

· WITH WHAT EFFECT? - Efficiency.

2. Nonverbal communication.

It has been established that in the process of human interaction, 60-80% of communication is carried out through the use of non-verbal expressions. They develop as social signs of communication, although some of the elements that make them up are innate. Gestures and facial expressions, poses are endowed with semantic-expressive coloring and are subject to ethical standards. In terms of official interaction, the tone of nonverbal behavior should remain neutral. Excessive gesticulation during a business conversation can be regarded as a sign of familiarity.

2) Interactive and perceptual functions of communication.

The interactive function is a characteristic of those components of communication that are associated with the interaction of people, with the direct organization of their joint activities. There are two types of interactions - cooperation and competition.

Cooperative interaction means Coordination of forces of participants. Cooperation is a necessary element of joint activity and is generated by its very nature.

One of the most striking forms of competition is conflict.

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