The most effective behavioral strategy is inclusive. Conflict and strategies for dealing with conflict

Finding himself in a conflict situation, a person chooses, often unconsciously,one of five behavioral strategies:avoidance or withdrawal; device; rivalry or competition; compromise; cooperation.

Choices are often made based on past experience. But the experience of conflict resolution in childhood does not always apply to new situations.

If as a child you had to shout or stomp your feet in order for your parents to listen to your opinion, then this is unlikely to be suitable when arguing with colleagues. And when you were scolded, did you go to your room offended or get into a heated argument?

When meeting with an irritated, aggressive patient, a stereotype may come into play. When you are in a conflict situation, to effectively solve the problem you need to consciously choose a behavior strategy. In this case, of course, you should take into account your own style, the strategy of others involved in the conflict, as well as the nature of the conflict itself.

Avoidance - this is behavior in a conflict situation, which is expressed by self-elimination, ignoring or actual denial of the conflict.

Forms of withdrawal can be different: you remain silent, turning off from the discussion of the issue, demonstratively withdraw from negotiations, or leave offended with a complete refusal of further friendly and business relations with the conflicting party, making sarcastic remarks about the opposition.

nents behind “their backs”.

The reason for choosing this strategy may be: lack of confidence in yourself and your strengths, fear of losing; uncertainty of one’s own position on this conflict issue; the desire to gain additional time for serious preparation for participation in the conflict; lack of authority, time.

If you choose avoidance as your behavioral strategy, then you will save time and nerve cells 11, but you may lose further influence on the course of events. The conflict will either be resolved without taking into account your interests, or it will not be resolved and will grow And deepen.

However, in a situation that does not directly affect your interests, leaving can be useful. It is likely that if you try to ignore the conflict and not express your attitude towards it, the problem will solve itself. If not, you can do it later when you are ready for it.

Device - this is behavior manifested in changing actions and attitudes under real or imagined pressure from the opposite side, compliance with someone else’s opinion to the detriment of one’s own interests.

It looks like this. You pretend that everything is fine, even if something really hurts you, you prefer to put up with what is happening so as not to spoil the relationship: first you silently agree, and then you hatch a plan for revenge or try to find workarounds to achieve your goal.

An adaptation strategy is resorted to if the conflict situation does not affect vital values; maintaining relationships is more important than defending your interests; awareness that the opponent is right; there are more important interests at the moment; the other has more power; believe that the other person can learn a useful lesson from this situation; can achieve their goal in a roundabout way.

Accommodation, smoothing over conflict, can be a smart tactic if arguing over minor differences could ruin a relationship. There are times when conflicts resolve themselves due to the fact that people continue to maintain friendly relations. But in a situation of serious conflict, the adaptation strategy interferes with the resolution of the controversial issue, since it does not resolve the situation and does not allow your partner to know the real reason for your dissatisfaction.

This style is best used when you feel that by giving in a little, you are losing little. If you believe that you are inferior in something important to yourself and feel dissatisfaction due to this, then in this case the adaptation strategy is unacceptable. It is also not suitable if you see that the other person will not appreciate what you have done and is not going to give up something in turn.

The coping strategy is a bit like withdrawal in that it can be used to delay and resolve a problem. The main difference is that you act together with the other person, participate in the situation and agree to do what the other wants.

When you choose an avoidance strategy, you do nothing to satisfy the interests of the other person. You simply push the problem away from yourself, walk away from it.

Rivalry or competition - characterized by strong personal involvement in the fight, activation of all your potential capabilities while ignoring the interests of your opponent.

The basic principle of this strategy is: “For me to win, you must lose.”

Rivalry is manifested by the fact that you or your partner strive at all costs to prove that you are right, resort to putting pressure on your opponent, try to convince him, shout him down, use physical force, and demand unconditional consent and obedience.

The reasons for a person’s choice of this strategy can be very different: the need to protect one’s interests: life, family, well-being, image, etc.; desire to establish priority in the team; desire for leadership; distrust of people in general, including opponents; egocentrism, inability to look at a problem from a different point of view; a critical situation that requires immediate resolution.

This strategy makes sense if you are taking control in order to protect people from violence or reckless behavior. This can be effective when you have some power and know that your decision in a given situation is the most correct and you have the opportunity to insist on it.

When you use this approach, your popularity may fall, but you will gain supporters if you get positive results quickly. However, this strategy rarely brings long-term results - the losing party may not support a decision made against its will.

Compromise - This is the resolution of a conflict situation through mutual concessions. Each side reduces the level of its claims. Both opponents are looking for a fair outcome to the conflict situation from the very beginning. The reasons for choosing a compromise solution are usually: the desire for at least a partial gain; recognition of the values ​​and interests of other people, as well as one’s own, the desire to be objective; when negotiations have reached a dead end and compromise is the only way out.

Choosing a compromise strategy can be useful in a situation where both parties have equal power and have mutually exclusive interests. Compromise is sometimes the last opportunity to come to some kind of solution that will allow you to save the relationship and get at least something.

This approach implies that each participant has achieved something. But if a compromise was reached without careful analysis of other possible solutions or on insufficiently equal terms, it will not be the most optimal outcome of the negotiations. Neither party will adhere to a solution that does not satisfy its needs.

Cooperation - This is a strategy of behavior in which the first place is not the solution to a specific conflict situation, but the satisfaction of the interests of all its participants.

A cooperation strategy will be most effective if: solving the problem is very important for both parties, and no one wants to completely distance themselves from it; the conflicting parties have long-term and interdependent relationships; there is time to work on the problem that has arisen; the parties are able to explain the essence of their interests and listen to each other; the parties to the conflict have equal power or want to ignore the difference in position in order to seek a solution to the problem as equals.

The goal of cooperation is to develop a long-term mutually beneficial solution. Sometimes cooperation looks like compromise or accommodation. This happens when, as a result of a discussion, you change your original position and partially or completely yield to your partner. This happens not because he turned out to be stronger than you or more right, but because you found another, more optimal solution to your problems.

Cooperation does not always lead to success, but if you begin to resolve a conflict situation in this way, you will most likely achieve more.

The word "strategy" comes from the Greek strategos, "the art of the general." The military origins of this term should not come as a surprise. It was strategos that allowed Alexander the Great to conquer the world.

STRATEGY is a detailed, comprehensive, comprehensive plan designed to ensure the accomplishment of the organization's mission and achievement of its goals.

Several key messages related to strategy must be understood and, more importantly, accepted by senior management. First of all, strategy is mostly formulated and developed by senior management, but its implementation requires the participation of all levels of management. The new direction of development of the Chrysler Corporation was conceived and implemented by its head - Lee Iacocca. The popularity of new models, expanded marketing efforts, and the restoration of Chrysler's sustainable profitability can be attributed to the successful formulation and execution of strategy.

The strategic plan should be developed from the perspective of the entire corporation rather than a specific individual. In personal enterprises, the founder of the enterprise has the relative luxury of combining personal plans with the organization's strategy. Most firms with widespread share ownership may not have this luxury. While the head of a corporation may wish to have a private jet, mansions on both coasts, luxurious offices, and the like, the best interests of the organization may not be best served by these privileges.

The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a firm must continually collect and analyze vast amounts of information about the industry, market, competition, and other factors.

Rice. 10. Strategic planning process.

The strategic plan gives the company certainty and individuality, which allows it to attract certain types of workers, and, at the same time, not attract other types of workers. This plan provides a perspective for the organization to guide its employees, attract new employees, and help sell products or services.

Finally, strategic plans must be designed to not only remain coherent over long periods of time, but also to be flexible enough to allow modification and reorientation as needed. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, recognizing that the conflictual and constantly changing business and social environment makes constant adjustments inevitable.

Organizational Planning and Success

Some organizations, like individuals, can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not guarantee success. Just as a car with an excellent engine design will not be able to move if it is filled with poor quality gasoline, so an organization creating strategic plans can fail due to errors in organization, motivation and control. (The influence of the “what” and “how” on the performance of organizations is summarized in Table 6.) However, formal planning can create a number of important and often significant benefits for the organization.

The current rate of change and increase in knowledge is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities. It provides senior management with a means of creating a plan for the long term. Strategic planning also provides the basis for decision making. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. Formal planning helps reduce risk in decision making. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. Planning, as it serves to formulate set goals, helps create unity of common purpose within an organization.

In industry today, strategic planning is becoming the rule rather than the exception.

Table 6. Impact of strategy (“what”) and actions (“how”) on company success.

Source: Benjamin W. Tregoe and John W. Zimmerman, “The New Strategic Manager,” Business (May-June 1981), p. 17.

Recent studies of Fortune 500 companies by Floor And Taylor, revealed a number of interesting facts regarding strategic planning. It was found that the following provisions are characteristic of strategic planning.

1. A small planning department (less than six people) of a corporation is supplemented by planning at lower levels.

2. The planning function, even in the largest corporations, is less than ten years old.

3. Strategic plans are developed at meetings of the corporation's senior management held annually.

4. The annual strategic plan is combined with the annual financial plan.

5. Most organizations believe that the planning function can be improved.

Many studies clearly show that planning is beneficial. These studies indicate a strong positive correlation between planning and organizational success. One study analyzed in detail survey responses from 217 vice presidents of 109 of the largest American corporations. It was found that managers who created plans for their work were more successful in terms of profit-to-sales ratio and return on capital. Other researchers analyzed the activities of 105 largest US companies and 105 medium and small firms. They found that firms using formal planning had the highest growth rates.

Even more complex studies were conducted to study the performance of 36 firms in the pharmaceutical, food, chemical, steel, oil and engineering industries. To minimize the impact of other variables, firms were paired according to size, industry, and other indicators. At the beginning of the study, none of the firms in the 18 pairs were engaged in formal planning. Then one of the firms in each pair began to use formal planning. The activities of all 18 pairs of firms were monitored for 7 years. By measures such as return on invested capital, earnings per share, and earnings per share growth, the performance of companies that used planning outperformed those of companies that did not. Additional studies examined the performance of pharmaceutical and chemical companies over the next 4 years. They showed that firms that used formal planning continued to be more productive than companies that did not have formal planning. They even expanded the scope of their successful activities.

Rice. 11. Formulation of the mission and goals of the organization.

One of the best-known long-term studies examining the utility of strategic planning is the Profit Impact of Market Strategies. Started at General Electric, the project has now reached over 200 firms in more than 1,500 product and service lines. Over 30 factors have been identified that have a predictable impact on profitability. This information has become invaluable to firms using strategic planning.

The studies described above dealt primarily with planning at the senior management level. There have also been studies that point to a correlation between planning and efficiency improvements at lower levels of the organization. A study of railroad foremen found, for example, that foremen with higher productivity spent more time planning than foremen with poor production characteristics. More studies summarized Fili, House And Kerr, showed that there is a tendency to establish a relationship not only between planning and productivity improvement, but also between planning and job satisfaction.

Formulating a strategic plan represents a thorough, systematic preparation for the future (Figure 11.). While all managers should engage in some degree of formal strategic planning, then the development of strategic plans for the entire organization is primarily the responsibility of senior management. Middle and lower level managers participate in this work by providing relevant information and feedback.

In large organizations that engage in complex formal strategic planning, management almost always puts the plans in writing; there may be thousands of written documents relating to planning. However, covering the specifics of planning and its many options is beyond the scope of this work. We will focus on the key components of organizational planning: goals, guidelines for decision-making and practical actions, covering strategies, firm policies, procedures, rules and budgets; and the main stages of the planning process. Key components will be discussed in detail, starting with the goals and mission of the organization.

Topic 4.1. Conflicts: the nature of conflict in a team.

Questions for self-control:

1. Expand the content of the concept of “conflict”.

2. Determine what type the following conflicts are:

A). The administration makes conflicting demands on the employee regarding the final result of his work, and he does not know what to do;

b). The manager did not appreciate the work of the subordinate and thereby offended him;

V). When making decisions in a team, there is a clash of views and characters.

3. Is there a relationship between the conflict formula and the possibility of resolving it?

Topic 4.2. Ways and methods of resolving conflict situations

Characteristics of the main strategies of behavior in a conflict situation: competition, agreement, cooperation, avoidance, adaptation. Types of conflicting personalities: demonstrative, rigid, uncontrollable, pedantic, conflict-free. Code (rules) of behavior in conflict.

Questions for self-control:

1. Reveal the essence of each strategy for behavior in conflict.

2. What is prohibited in the conflict.

3. How is control over the emotional state exercised?

BIBLIOGRAPHY

main sources:

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4 Chekhov's. M.I. Psychology of business communication: Textbook / - 3rd ed.,

erased - M.: INFRA-M; Mn.: New. knowledge, 2011. - 253 p.

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4. Borozdina G.V. Psychology of business communication. - M. 2008.

5. Botavina R.N. Ethics of business relations. – M., 2003.

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9. Kara-Murza S. G. The power of manipulation. – M., 2007.

10. Carnegie D. How to win friends and influence people. – Samara: ABC, 1996.

11. Kibanov A.Ya., Zakharov D.K., Konovalova V.G. Ethics of business relations. – M.: Infra, 2006.

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Internet sources:

1. Psychology portal - "Psychology.ru": [Electronic resource] - Access mode: http://www.psychology.ru

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To quickly search the page, press Ctrl+F and in the window that appears, type the query word (or the first letters)

Topic 1. The formation of conflictology as a scientific and applied field of knowledge

“Act only in accordance with such a maxim, guided by which you can at the same time will that it become a universal law...” - this is a moral imperative, the author of which is:

Kant

Hegel

Darwin

The object of conflictology is:

Conflicts in general

People

wars

Which of the ancient Greek philosophers belongs to the doctrine of opposites and apeiron?

Anaximander

Plato

Heraclitus

Subject of conflictology –

General patterns of the emergence, development and completion of conflicts

general patterns of development and functioning of the psyche

tragic consequences of wars

Among the sources of conflictological ideas, we consider “a special form of awareness of the world, conditioned by belief in the supernatural, which includes a set of moral norms and types of behavior, rituals, religious actions, and the unification of people in organizations” - this is:

natural science

Religion

folklore

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Topic2. Characteristics of foreign conflictology

“Lifestyle”, “inferiority complex”, “superiority complex” - these are the concepts of “individual psychology”, which was developed by

Alfred Adler

Sigmundt Freud

Konrad Lorenz

Which of the structures of the psychoanalytic model of personality proposed by S. Freud is characterized by the pleasure principle?

Id (It)

Ego (I)

Super-Ego (Super-I)

Kurt Lewin is the founder of the theory

sociometry

organizational systems

Group dynamics

“Parent”, “child”, “adult” - states that reflect the personality structure in the TA concept, the author of which is

Eric Bern

Carl Jung

Karen Horney

What is meant by the identity of a person with himself?

Identity

determination

psychoprotection

Topic 3. History and branches of domestic conflictology. The role of conflictology in the development of Russian society

What science plays a fundamental role in the development of conflictology?

Psychology

medicine

political science

all options are correct

In which of the three listed stages of the development of domestic conflictology does conflict begin to be studied as an independent phenomenon within the framework of other sciences?

III period: after 1992

I period: until 1924

II period: 1924-1992

What do psychology, sociology, political science, military sciences, geography, art history, history, medicine, pedagogy, law, philology, philosophy, economics have to do with conflict management?

no relation

These are branches of domestic conflictology

academic disciplines

all options are correct

Which of the following is included in the goals of domestic conflictology?

Creation of a system of conflict management education in the country, dissemination of conflict management knowledge in society

Intensive development of conflict theory - the study of all conflicts that are the object of science

Organization in Russia of a system of practical work of conflict experts on forecasting, preventing and resolving conflicts

All options are correct

Topic 4. Theoretical foundations of conflictology

The contradiction that is the basis of the conflict is

Subject of the conflict

material value

subject of conflict

The most acute way to resolve significant contradictions that arise in the process of assistance, which consists in the opposition of the subjects of the conflict and is accompanied by negative emotions, is

Conflict

pre-conflict situation

discussion

The process of transition from a pre-conflict situation to a conflict and its resolution reflects

object of conflict

temperament of the parties to the conflict

Dynamics of conflict

WITH creation of objective conditions and subjective prerequisites that facilitate the resolution of pre-conflict situations in non-conflict ways –

Conflict Prevention

conflict resolution

destructive consequences

What is the basis for dividing conflicts into family, industrial, domestic, and political?

Sphere of human activity

duration of the conflict

intensity

Topic 5. Intrapersonal conflicts

The human individual as a subject of interpersonal and social relations and conscious activity is:

individuality

Personality

tender

Attributing to other people one’s own repressed motives, experiences and character traits is:

Projection

fantasy

sublimation

An integral characteristic of a personality that determines readiness to solve professional problems using knowledge, experience, values, and motives is:

Competence

temperament

will

An acute negative experience caused by a protracted struggle between the structures of the individual’s inner world, reflecting contradictory connections with the social environment and delaying decision-making is

Intrapersonal conflict

interpersonal conflict

sign of extroversion

Blocking negative emotions, displacing connections between emotional experiences and their source from consciousness is...

projection

Insulation

fantasy

A return to childhood behavioral stereotypes is:

Regression

catharsis

rationalization

An extremely destructive way out of intrapersonal conflict is

introjection

Suicide

frustration

A system of regulatory mechanisms that are aimed at eliminating negative experiences associated with intrapersonal contradictions is

personality degradation

psyche

Psychological protection

An emotionally charged state of a person, which is a form of activity in which a contradiction is realized and the process of resolving it at a subjective level is underway - this is...

Experience

personal growth

sign of introversion

Redirecting a reaction, transferring a reaction from an inaccessible object to an accessible one is...

identification

Substitution

reactive formation

Topic 6. Social conflicts. Conflict resolution. Conflict resolution strategies. Mediation, facilitation. Negotiations (5 out of 6 correct)

Motivational restructuring means:

Transforming the motivation of the parties, turning the desire to prove oneself and the other wrong into a motivation to get out of the conflict

fear of the consequences of conflict

negotiation process

all options are correct

The joint activity of the parties to the conflict aimed at ending opposition and resolving the problem is...

Conflict resolution

fading of the conflict

manipulation

Facilitation is:

fading of the conflict

A form of group work to develop solutions of increased complexity, including resolving conflict within the group

imposing a preferred solution on the other side

Which of the following conflicts are social?

conflict between a teacher and a group of students

all listed

Conflict between fans of different teams

conflict between manager and subordinate

The most effective behavior strategy, including constructive discussion of the problem and complete resolution of the contradiction, is:

care

compromise

Partnership

A method of conflict resolution, which consists in using non-violent means and techniques to resolve the problem, is:

Negotiation

reflection

empathy

Topic 7. Labor disputes and conflicts in the team, the main patterns of their occurrence and resolution

The process of purposefully influencing the organization’s personnel in order to eliminate the causes that gave rise to the conflict and bring the behavior of the conflict participants into conformity with the established norms of relationships is:

conflicting verticals

conflict dynamics

Conflict Management

Conflicts between employees of the same level in the organization structure:

Conflicts horizontally

labor disputes

vertical conflicts

Unsettled disagreements between an employer and an employee regarding the application of labor legislation and other regulatory legal acts –

Individual labor dispute

collective labor dispute

strike

A type of social conflict, the object of which is labor relations and the conditions for their provision - ...

Labor conflict

family conflict

intergroup conflict

Temporary voluntary refusal of employees to perform labor duties (in whole or in part) in order to resolve a collective labor dispute –

Strike

violation of labor discipline

illegal act

Topic 8. Professional strain and professional burnout, their causes and prevention

Leading experts in the field of professional burnout among Russian psychologists include:

L. Shcheglov

A. Asmolov

B. Boyko

Psychological disorientation of the individual, which is formed in the process of professional activity and leads to a distortion of personal characteristics in the direction of the predominance of specific professional character traits - this is:

Occupational deformation

introversion

depression

The negative consequences of burnout include:

unconstructive behavior model

increasing the level of conflict

decreased work motivation

All answers are correct

A syndrome that develops against the background of chronic stress and leads to depletion of the emotional, energetic and personal resources of a working person is:

frustration

Professional burnout

self-actualization

For which professions is burnout syndrome most common?

For communication professions belonging to the “person-to-person” group

for professions "human - technology"

for professions “man - nature”

A special place in assessing the models and strategies of a person’s behavior in a conflict is occupied by the value of interpersonal relationships with the opposing party. If for one of the rivals interpersonal relationships with another rival (friendship, love, partnership, etc.) are of no value, his behavior in the conflict will be characterized by destructive content or extreme positions in strategy (coercion, struggle, rivalry). Conversely, the value of interpersonal relationships for the subject of conflict interaction, as a rule, is a significant reason for constructive behavior in a conflict or the direction of such behavior towards compromise, cooperation, withdrawal or concession.

Coercion (struggle, rivalry). Anyone who chooses this strategy of behavior primarily proceeds from assessing personal interests in the conflict as high, and the interests of his opponent as low. The choice of coercion strategy ultimately comes down to a choice: either the interest of struggle or the relationship.

The choice to fight is characterized by a style of behavior characteristic of a destructive model. With this strategy, power, the force of law, connections, authority, etc. are actively used. It is appropriate and effective in two cases. Firstly, when protecting the interests of the case from attacks on them by a conflicting personality. For example, a conflict personality of an uncontrollable type often refuses to perform unattractive tasks and “passes” his work onto others. Secondly, when there is a threat to the existence of an organization or team. In this case, a “who will win” situation develops. It arises especially often in the context of reforming enterprises and institutions. Often, when reforming the organizational and staffing structure of an enterprise (institution), the supposed “infusion” of some divisions into others is unjustified. And in these cases, the person defending the interests of such units must take a tough position.

Care. The exit strategy is characterized by the desire to get away from the conflict. It is characterized by a low level of focus on personal interests and the interests of the opponent and is mutual. In essence, this is a mutual concession.

When analyzing this strategy, it is important to consider two options for its manifestation:

1. when the subject of the conflict is not significant for any of the subjects and is adequately reflected in the images of the conflict situation;
2. when the subject of the dispute is of significant importance for one or both parties, but is understated in the images of the conflict situation, i.e. subjects of conflict interaction perceive the subject of the conflict as insignificant.

In the first case, the conflict is exhausted by the exit strategy, and in the second case it may have a relapse.

Interpersonal relationships do not undergo major changes when choosing this strategy.

Concession. A person who adheres to this strategy also seeks to escape the conflict. But the reasons for “leaving” in this case are different. The focus on personal interests is low here, and the assessment of the opponent’s interests is high, i.e. a person who adopts a concession strategy sacrifices personal interests in favor of the interests of a rival.

The concession strategy has some similarities with the coercion strategy, which consists in choosing between the value of the subject of the conflict and the value of interpersonal relationships. Unlike the fight strategy, the concession strategy gives priority to interpersonal relationships.

When analyzing this strategy, it should be taken into account that:

• Sometimes such a strategy reflects the tactics of a decisive struggle for victory. A concession here may turn out to be only a tactical step towards achieving the main strategic goal;
• a concession may cause an inadequate assessment of the subject of the conflict (underestimation of its value for oneself). In this case, the adopted strategy is self-deception and does not lead to resolution of the conflict;
• this strategy can be dominant for a person due to his individual psychological characteristics. In particular, this is typical for a conformist personality, a conflict personality of a “conflict-free” type. Because of this, the concession strategy can give a constructive conflict a destructive direction.

It is important to keep in mind that the concession strategy is justified in cases where the conditions for resolving the conflict are not ripe. In this case, it leads to a temporary truce and is an important step towards a constructive resolution of the conflict situation.

Compromise. A compromise strategy of behavior is characterized by a balance of interests of the conflicting parties at the average level. Otherwise, it can be called a strategy of mutual concession.

The compromise strategy not only does not spoil interpersonal relationships, but also contributes to their positive development.

When analyzing this strategy, it is important to keep in mind the following significant points:

• compromise cannot be considered as a way to resolve conflict. Mutual concession is often a step towards finding an acceptable solution to a problem;
• Sometimes a compromise can resolve a conflict situation. This is possible if the circumstances that caused the tension change. For example, two employees applied for the same position, which should become vacant in six months. But after three months it was laid off, and the subject of the conflict disappeared;
• compromise can take both active and passive forms. An active form of compromise can manifest itself in concluding clear agreements, accepting any obligations, etc. Passive compromise is nothing more than a refusal to take any active action to achieve certain mutual concessions under certain conditions. In other words, in specific conditions, a truce can be ensured by the passivity of the subjects of conflict interaction. Thus, the absence of unnecessary “battles” allowed the employees in the above example to maintain normal relations with each other;
• the conditions of compromise may be imaginary when the subjects of conflict interaction have reached a compromise on the basis of inadequate images of the conflict situation.

The concept of “compromise” is close in content to the concept of “consensus”. Their similarity lies in the fact that both compromise and consensus reflect mutual concessions of the subjects of social interaction. Therefore, when analyzing and justifying a compromise strategy, it is important to rely on the rules and mechanisms for achieving consensus in social practice.

Cooperation. The cooperation strategy is characterized by a high level of focus on both one’s own interests and the interests of the opponent. This strategy is built not only on the basis of a balance of interests, but also on recognition of the value of interpersonal relationships.

The subject of conflict occupies a special place in the choice of this strategy. If the subject of the conflict is of vital importance for one or both subjects of conflict interaction, then there can be no talk of cooperation. In this case, only the choice of struggle, competition is possible. Cooperation is possible only when the complex subject of the conflict allows the interests of the opposing parties to maneuver, ensuring their coexistence within the framework of the problem that has arisen and the development of events in a favorable direction.

The cooperation strategy includes all other strategies (withdrawal, concession, compromise, confrontation). At the same time, other strategies play a subordinate role in the complex process of cooperation; they act to a greater extent as psychological factors in the development of relationships between the subjects of the conflict. For example, confrontation can be used by one of the parties to the conflict as a demonstration of its principled position in an adequate situation.

Being one of the most complex strategies, the cooperation strategy reflects the desire of the opposing parties to jointly resolve the problem that has arisen.

Five Types of Conflict Personalities

Based on the results of research by domestic psychologists, five main types of conflicting personalities can be distinguished. Let's consider their main features.

Conflict personality - demonstrative type:

• wants to be the center of attention;
• likes to look good in the eyes of others;
• his attitude towards people is determined by how they treat him;
• superficial conflicts are easy for him, and he tends to admire his own suffering and perseverance;
• adapts well to different situations;
• rational behavior is weakly expressed, emotional behavior is evident;
• plans its activities situationally and poorly implements it;
• avoids painstaking systematic work;
• does not avoid conflicts, feels good in situations of conflict interaction;
• often turns out to be a source of conflict, but does not consider himself as such.

Conflict personality - rigid type:

• suspicious;
• has high self-esteem;
• needs constant confirmation of one's own importance;
• often does not take into account changes in situation and circumstances;
• straightforward and inflexible;
• has great difficulty accepting the point of view of others, does not really take their opinions into account;
• takes expressions of respect from others for granted;
• the expression of hostility on the part of others is perceived as an insult;
• is uncritical of his actions;
• painfully touchy, hypersensitive to imaginary or real injustice.

Conflict personality - uncontrollable type:

• impulsive, lacks self-control;
• behavior is difficult to predict;
• behaves defiantly, aggressively;
• often in the heat of the moment violates generally accepted norms;
• usually has a high level of aspirations;
• not self-critical;
• tends to blame others for many failures and troubles;
• cannot competently plan his activities or consistently implement plans;
• the ability to correlate one’s actions with goals and circumstances is insufficiently developed;
• draws little benefit from past experiences (even bitter ones).

Conflict personality - ultra-precise type:

• is meticulous about his work;
• places increased demands on oneself;
• makes high demands on others, and does it in such a way that the people with whom he works perceive it as nagging;
• has increased anxiety;
• overly sensitive to details;
• tends to attach undue importance to the comments of others;
• sometimes he abruptly breaks off relations with friends and acquaintances because it seems to him that he was offended;
• suffers from himself, experiences his miscalculations, failures, sometimes even paying for them with illnesses (insomnia, headaches, etc.);
• restrained in external, especially emotional manifestations;
• does not feel very well the real relationships in the group.

Conflict personality - conflict-free type:

• unstable in assessments and opinions;
• is easily suggestible;
• internally contradictory;
• he is characterized by some inconsistency of behavior;
• focuses on immediate success in situations;
• does not see the future well enough;
• depends on the opinions of others, especially leaders;
• excessively strives for compromise;
• does not have sufficient willpower;
• does not think deeply about the consequences of his actions and the reasons for the actions of others.

Although this may seem strange, there is one important piece of advice to give here: be empathetic towards people whose typical characteristics are described above. Conflict, which has become a personality trait, is difficult to overcome through rational self-control and willpower. “Educational” influences on the part of the manager are also rarely beneficial here. Conflict is not the fault, but the misfortune of such people. A specialist, a practical psychologist, can provide them with real help.