The external world, as a rule, directly depends on the internal one. A calm, non-conflict atmosphere at work is a direct reflection of the corporate spirit of the organization. But, of course, it is not always possible to avoid a conflict of interests, so conflicts also occur in psychologically healthy teams. Conflict is a clash of opposing goals, interests, positions, opinions or views of opponents or subjects of interaction. Conflict varies in its subject, and depending on This can be: economic, ideological, social, everyday or socio-psychological (psychological incompatibility, struggle for leadership, influence and position in the team, etc.). According to its manifestation and degree of duration and intensity, the conflict can be overt or hidden. A hidden conflict, as a rule, extends over time and is unpredictable in its consequences. In order to understand the cause of the conflict and resolve it correctly, you need to draw up a conflict map. The conflict map includes the following characteristics: 1. Parties to the conflict - this can be a conflict between two people, one person and a group, or two groups of people.2. Conditions in which the conflict occurs: · Spatiotemporal (the place where the contradictions occur and the time during which it should be carried out) · Socio-psychological (climate in the conflicting group, type and level of interaction (communication), degree of confrontation and state of the participants in the conflict ) · Social (involvement in the conflicting interests of various social groups). Analysis of these conditions will allow you to create an objective picture of what is happening and determine the images of the conflict situation by the participants: · The participants' ideas about themselves (their needs, capabilities, goals, values, etc.) · Their ideas about the opposite side (about its needs, capabilities, goals, values, etc.) · The conflicting parties’ ideas about the environment and conditions in which the conflict takes place. It should be noted that it is the images, and not the reality of the contradiction itself that directly and determine conflict behavior. There is a real and effective means of resolving the conflict by changing these images, which is carried out through external influence on the participants in the conflict. Consider a specific work situation: a new employee has appeared in the team - a young girl, a university graduate. Hesitating to turn to other, more experienced employees for help, she makes a number of mistakes that cause general dissatisfaction. The "elders" wait for her to ask for help and consider her behavior disrespectful and arrogant. In turn, the girl believes that she must figure everything out herself so as not to distract others from work. She doesn’t even think about any arrogance or self-confidence. A hidden conflict is clearly visible. And if timely measures are not taken, the atmosphere at work will become increasingly tense. Style of behavior in conflict. Research conducted by the Western psychologist Thomas made it possible to identify two lines in the behavior of participants in the conflict - partnership or rivalry. Dominance or partial replacement of one style by another creates certain styles of behavior in a conflict situation. Let's consider them: 1. “Avoidance” (low partnership and competition) – the desire not to take responsibility for making decisions, to deny the conflict. The desire to get out of the situation without giving in, but also without insisting on one’s own. This technique is recommended for use in situations of communication with “difficult clients”, which we have already discussed. 2. “Concession” or “Adaptation” (low rivalry and high partnership) - the desire to maintain or establish favorable relationships, to ensure the interests of the partner by smoothing out disagreements. Possible in cases where the opponent is really right.3. “Confrontation” and “Rivalry” (high rivalry and low partnership) - the desire to insist on one’s own and acceptsituation as a matter of victory or defeat. The least effective, but also the most frequently used method of behavior in conflicts.4. “Compromise” (average rivalry and partnership) – search for average solutions, the interests of both parties are not fully disclosed. Quite acceptable in a number of cases.5. “Collaboration” (high competition and partnership) - the search for solutions that fully satisfy the interests of both parties through open discussion. Joint and frank analysis of disagreements during the development of solutions. According to Thomas, the most productive in terms of conflict resolution is the last style - “collaboration”, since it allows taking into account the needs and wishes of both parties. Memo for conflict resolution.1. Win/WinWhat are my true needs and what are theirs? Do I want favorable conditions for both of us?2. Creative approach: What new opportunities does this situation open up? Do I see opportunities in what is there?3. Empathy.· How would I feel if I were them?· What are they trying to say?· Have I listened to them properly?4. Optimal self-affirmation.· What do I want to change?· How can I tell them without blaming or attacking?· Be soft with people and tough with the problem.5. Shared power· Am I abusing my power, and are they doing the same?6. How to Manage Your Emotions · How do I feel? · Do I blame someone else for my feelings? · What do I want to change? · Have I stopped wanting to punish them? · What can I do to better manage my feelings?7 . Willingness to resolve the conflict.· Do I want to resolve the conflict?· Is my resentment caused by: some painful past incident; some need that I deny myself; something that I don’t like about them, because I don’t want to admit it to myself or because I don’t have enough of it?8. Cartography of the conflict.· What is the issue, problem or conflict?· Who are the main participants?· Describe the need of each person.· Describe the worries and fears of each participant.· What else do we need to work on, is there any common ground?9. Developing alternatives.· What are the opportunities?· Which alternatives satisfy the most of our needs?10. Negotiation· What do I want to achieve?· How can we achieve a fair outcome?· What can they give me? What can I give them?11. Mediation· Can we resolve the conflict ourselves or do we need the help of a neutral third party?12. Expanding your horizons.· Do I see the whole picture, and not just my point of view? Sincere answers will help you understand the whole situation of the conflict and outline ways to resolve it. Use effective listening techniques in negotiations. Recommendations from D. Scott, Ph.D.: 1. Think about what conflict can teach you?2. Give the conflict its proper place: · Don’t let negative life experiences lead you astray; · Determine your own position and proceed from it, do not allow other people to influence it; · Don’t let the conflict undermine your trust in yourself; · Remember that conflicts constitute only a small part of your life.3. Get rid of the negative emotions left after the conflict: · Learn to forgive yourself; · Wait some time for the feelings associated with the conflict to disappear; · Realize that other people may be less critical of you and what happened than you are.4. Don't let other people become an obstacle: · Strive to communicate with positive and friendly people; · Don't spend too much energy trying to convince naysayers or communicating with those who don't want to listen to you; · Don't let other people make you feel guilty; · Be prepared to communicate with those who).