Any of us, remembering a conflict, experiences discomfort. This event is certainly associated with threats and hostility, misunderstanding and resentment. Moreover, its occurrence is undesirable for each of us.
Types of conflicts
There are many varieties of this negative phenomenon. But the most common ones are:
- Intrapersonal. The source of such a conflict are situations when personal needs, desires of a person are directly opposite to the rules accepted in society.
- Individual-group. These are conflicts of a psychological type, the cause of which lies in the difference in the values of the parties involved.
- Interpersonal. These are the most common conflicts between people.
- Intergroup. The opposing parties in this case may be structural divisions of enterprises and various organizations. In social groups, such conflicts are not uncommon between informal and formal communities.
- On a professional basis. They are the cause of industrial conflicts.
Allocate conflicts ideological and economic, social and family-everyday, psychological and pedagogical, etc.
Elimination of intrapersonal conflicts
This problem is solved by applying various methods. One of them is an adequate assessment of the current situation. To resolve the conflict, a person must not only understand the causes of the internal tension that has arisen, but also determine the complexity of the problem that has arisen.
Methods for resolving intrapersonal conflicts are offered by many psychotherapists. The most optimal of them are the following:
Creation right image own "I";
Reaction only to facts;
Postponement of irritation without unnecessary emotions;
The ability to forgive both yourself and others;
The ability to prohibit the cultivation of such feelings as self-pity and various grievances;
The ability to cope with aggression, directing it in the right direction;
sober assessment existing situation.
These, as well as many other methods of resolving interpersonal conflicts, allow you to throw off a burdensome and unnecessary burden of resentment. At the same time, they set up to control their emotions, liberation from hatred and fear, anger, etc.
Ways to resolve conflicts of this nature also include such techniques as offering to speak out in a circle of close people, getting relaxation while playing sports, blowing off steam by tearing up old magazines, etc.
Elimination of individual-group conflicts
A negative phenomenon arising from an incorrect distribution of duties and rights, poor organization labor process, injustice in the system of incentives for employees of the enterprise, etc., can be eliminated by structural methods. Conflict resolution in an organization is possible if:
An explanation of the requirements that apply to the results of the work of the employee and the entire unit;
There are clearly defined rights and rules for each member of the team;
Observe the principle of unity of command, etc.
All these methods of conflict resolution will eliminate clashes between individual employees and entire departments. To use one of these methods, the manager will need to analyze the situation and establish criteria that play an important role in the effectiveness of the entire team.
The identified conflicts and ways to resolve them should not lead to an aggravation of the existing situation. For example, rewarding only those employees who are responsible for safety for identifying labor protection violations will certainly cause negative feedback from the operational and production services. But monetary incentives for all employees for the same actions will reduce conflict. Moreover, this method will effective measure to improve work safety.
Elimination of interpersonal conflicts
Negative phenomena can be the result of a clash of individuals with different views, characters and goals. Ways to resolve interpersonal conflicts can be different. The very first of them is the departure of a person from the aggravation of the situation that has arisen. However, this will not solve the problem. Avoiding a showdown will only delay the conflict. But in this case, there will be some pause, which will allow the parties to fully analyze the situation, while postponing an open clash. The strategy of resolving conflicts with the use of avoiding the open manifestation of aggression has its drawbacks: the conflicting parties accumulate spiritual discontent.
There are various ways to resolve interpersonal conflicts, and smoothing is one of them. This method consists in demonstrating humility and agreement with the claim being made. Anyone who follows the path of this strategy for resolving interpersonal conflicts either does not try to understand the essence of the subject of the dispute, or simply does not consider it necessary to fulfill their own promises. Harmony and peace in relationships come with this method only for a while. The problem itself remains and, in the end, will certainly worsen.
Methods for resolving conflicts of this nature contain compromises in their list. This is the agreement that the parties seek in mutual concessions. This method allows you to completely solve the urgent problem. Each of the parties partially receives what it aspired to. Examples of conflict resolution through compromise can be given in a variety of ways. This is an open discussion of positions and opinions, and voluntarily decision through the active participation of all parties.
Ways to resolve interpersonal conflicts can be more stringent. One such example is coercion. This method is often used by the initiator of the conflict. He suppresses his partner, while completely ignoring his opinion. Using his power, he subjugates another person to his will. Such ways of resolving conflicts, when one of the parties has a single argument (“I said!”), Are effective only from the point of view of the initiator. The defendant is humiliated, he has a desire to take revenge. Coercion can be justified only if:
lack of time;
Subordination;
emergency situations.
It is worth remembering that this way of resolving conflicts will never save friendly relations. One such method is confrontation. This is one of the methods for resolving unpleasant situations when neither side makes any concessions. Only a mediator who has made an attempt to achieve reconciliation can suggest a way out of this impasse. Confrontation can only be justified in cases where people do not even try to maintain a relationship with each other.
Conflicts and ways to resolve them can end in a win for both parties. Cooperation is one such way out of unpleasant situations. This method is the most difficult, but at the same time the most optimal. The strategy for its implementation lies in an open discussion of positions and a further choice of alternatives.
As you can see, the methods of resolving interpersonal conflicts are different, and everyone is free to choose for himself the one that corresponds to the current situation and the position occupied by a person.
Management of intergroup conflicts
Situations of misunderstanding arise in any society. At the same time, they appear, as a rule, between various formal and informal groups. Such conflicts are much deeper and more complex than intra-group and interpersonal ones.
Intergroup conflicts can be ethnic and class, age and socio-cultural, professional, regional, etc. When determining methods for resolving situations that have arisen, it is important to identify all weak and strengths opponents, to correlate their capabilities and resources.
Exist the following types conflict resolution of this typology:
Offensive;
Defense;
Evasion;
Retreat.
When choosing an offensive strategy, changes occur that are undesirable for the enemy. If a party chooses to defend itself in the course of a conflict, this only means that it actively opposes the aggression directed against it. When choosing an evasion strategy, no collisions with the enemy occur. Each of the parties seeks to prevent any changes for itself.
Under certain conditions of the course of intergroup conflicts, which include the superiority of the resources, means and forces of the enemy, the retreat method may turn out to be the most effective. There are widely known cases when teams of hockey players and football players won the world championships using defensive tactics.
The retreat method is often intertwined with evasion. This tactic allows you to get away in an organized manner from a major collision with the enemy, achieving his physical and psychological exhaustion.
Elimination of social conflicts
These contradictions are intergroup. The resolution of social conflicts can be carried out either by the parties themselves, or with the involvement of an intermediary.
There are the following models for exiting this state:
One-sided dominance (power);
Integral model;
Compromise;
A symbiotic way that uses side separation.
Force method
With unilateral dominance, one of the conflicting parties decides its own interests by suppressing the interests of the enemy. In this case, a wide variety of means can be used. This is coercion, and psychological, and physical pressure. Often the forceful method involves the transfer of responsibility and guilt to a weaker side. Wherein true reason conflict is replaced by the one that is more beneficial to the dominant side. A forceful way of resolving a conflict can be observed in cases where a person intends to achieve victory at any cost. Typically, this dispute resolution model is used by those people who largely overestimate their own strengths.
integral method
This method of conflict resolution allows to satisfy the interests of all parties. At the same time, the positions previously formulated by opponents are subject to a thorough revision. This model integrates the interests of all parties involved in the conflict. Its use enables each opponent to satisfy their interests. This allows all parties to feel like a winner. But in order to come to such an outcome, the conflicters must reconsider their goals and abandon their original positions.
Compromise
This is a peaceful solution to the problem. It lies in the implementation of mutual concessions by each of the warring parties. Its main advantage is the translation of a negative situation into a constructive channel, as well as the establishment of a process of communication links between the parties. Such a strategy for resolving the conflict is much more civilized than the use of force. However, it has its limits of application, and it can not be used in every intergroup confrontation.
Separation of the conflicting parties
With this method, a strategy is chosen to break all relations between opponents and isolate them from each other. An example is the separation of neighbors, the divorce of spouses, etc. Separation of conflicting groups can be accomplished by their withdrawal from the "battlefield". This, for example, is the end of a skirmish between passengers of public transport, one of whom got off at a bus stop.
With the help of such a model, a negative situation is resolved effectively and dramatically. However, upon occurrence social conflicts this method does not always lead to their repayment. For example, if after a divorce, the spouses cannot leave and continue to quarrel with each other.
Elimination of international conflicts
This problem is in modern world especially relevant. Prevention and resolution of international conflicts is an activity whose main focus is the peaceful settlement of differences. In the process, special mechanisms are developed that guarantee the observance of certain norms of behavior by the warring parties.
The causes and resolution of conflicts are investigated and are in the sphere of interests of the activities of specially created structures responsible for collective security. In addition, various measures are being taken to eliminate contradictions between states. These include the following:
Blockades of an economic nature;
Warnings;
Military actions.
The resolution of international conflicts with the help of measures of economic influence is most common. Even with the threat of a confrontation, the collective security organs send messages to the heads of the opposing countries. They put forward demands for an end to the brewing conflict, and certainly mention the inadmissibility of violating the norms established by the international community. It also indicates the sanctions that will be applied to violators.
If the conflict is of a regional nature, then the parties receive an appeal to end it. At the same time, the prosecutor's office initiates a criminal case to establish, as well as punish the instigator of the confrontation that has arisen.
The main objective of the conflict resolution strategy is to conclude a truce and stop hostilities. And only after that the opposing sides should be withdrawn and separated with the creation special corridor security.
The third party does the following:
Control measures to comply with established boundaries;
Patrolling the established security zone;
The functions of a mediator in reconciliation of the parties and the provision of humanitarian assistance.
At the final stage of resolving an international conflict, a consent agreement must be signed.
Federal Agency for Education
State educational institution
higher professional education
Tula State University
Department of Psychology
Control coursework in psychology on the topic:
Interpersonal conflicts: types, ways to resolve them
Completed by: student gr.820171
Prokhorov Alexander Mikhailovich
Checked by: Assistant of the Department of Psychology
Borodacheva O.V.
Introduction……………………………………………………………………………………………..3
I. Interpersonal conflicts: theoretical and methodological aspect…………………….4
1.1. Interpersonal conflicts: concept, functions, features……………………………..4
1.2 Typology of interpersonal conflicts……………………………………………………………7
II. Resolution of interpersonal conflicts…………………………………………………...10
2.1 Basic negotiation models and styles of resolving interpersonal conflicts………10
2.2 Methods for preventing interpersonal conflicts…………………………………….13
Conclusion…………………………………………………………………………………………16
List of used literature………………………………………………………………..17
Introduction
Relevance of the research topic. Interest in the theoretical and practical study of conflicts is currently due to the increased conflict and tension in various fields public life. A certain contradiction has arisen between the demands of conflict management practice and the theoretical and practical possibilities of modern psychology in understanding ongoing phenomena and developing practical approaches and recommendations for working with conflicts. The reduced interest in negative social phenomena, traditional for domestic social science of the past, led to insufficient research attention to the study of conflicts, which could not but affect their theoretical description.
The degree of development of the problem. In foreign and domestic literature, the problem of interpersonal conflicts has been given certain attention. Yu.Emelyanova, S.Rubinshtein, A.Leontiev and a number of other researchers made a significant contribution to the studies of various aspects of this topic.
Object of study: interpersonal conflicts.
Subject of study: typology of interpersonal conflicts.
Purpose of the study: analyze interpersonal conflicts in terms of their typology and ways to resolve them
To achieve this goal, it is necessary to perform a number of tasks:
Consider the concept, functions, features of interpersonal conflicts;
Highlight the main types of interpersonal conflicts;
Determine the main models of negotiations in resolving interpersonal conflicts;
Analyze methods for preventing interpersonal conflicts.
Research methods: analysis of scientific sources and periodicals.
I. Interpersonal conflicts: theoretical and methodological aspect
1.1. Interpersonal conflicts: concept, functions, features and styles of behavior
Interpersonal conflicts- open clashes of interacting subjects on the basis of contradictions that have arisen, acting as opposite goals that are incompatible in a particular situation.
Interpersonal conflict is found in the interaction between two or more persons. In interpersonal conflicts, subjects confront each other and sort out their relationship directly, face to face. This is one of the most common types of conflicts. They can occur both between colleagues and between the closest people.
In an interpersonal conflict, each side wants to defend its opinion, prove the other one wrong, as a result of which people resort to mutual accusations, attacks on each other, verbal abuse and humiliation, etc. Such behavior causes acute negative emotional experiences in the subjects of the conflict, which exacerbate the interaction of the participants and provoke them to extreme actions.
A. Shipilov identifies three periods of interpersonal conflict:
o pre-conflict: the emergence of an objective problem situation, awareness of an objective problem situation and attempts to solve it in non-conflict ways;
o conflict: balanced opposition and conflict ending;
o post-conflict situation: partial or complete normalization of relations.
Doctor of Psychology D. Deng , one of the pioneers in the field of conflict resolution, in allocates three level of development of the conflict:
skirmishes: minor annoyances that do not pose a threat to the relationship;
clashes: the development of skirmishes into collisions - an expansion of the circle of causes that cause quarrels, a decrease in the desire to interact with others;
crisis: the escalation of clashes into a crisis is the final decision to break off relations that are unhealthy.
In any case, for the emergence of an interpersonal conflict, the presence of contradictions (objective or imaginary) is necessary. The contradictions that have arisen due to a discrepancy in the views and assessments of people on a variety of phenomena lead to a situation of dispute. If it poses a threat to one of the participants, then a conflict situation arises.
The conflict situation is characterized by the presence of opposite goals and aspirations of the parties to master one object.
AT conflict situation the subjects and object of the conflict are identified.
The subjects of interpersonal conflict include those participants who defend their own interests, strive to achieve their goal. The object of interpersonal conflict is what its participants claim. This is the goal that each of the opposing subjects strives to achieve.
Distinctive features of interpersonal conflicts are:
o confrontation between people takes place directly, here and now, based on the clash of their personal motives;
o the whole range of known causes is manifested: general and particular, objective and subjective
interpersonal conflicts for the subjects of conflict interaction is a kind of field for testing characters, manifestations of abilities, intellect, temperaments, will and other individual psychological characteristics;
o differ in emotionality and coverage of almost all aspects of relations between conflicting subjects;
o affect the interests of the environment.
To constructive functions of interpersonal conflicts include:
o cognitive: the appearance of a conflict acts as a symptom of a dysfunctional relationship and a manifestation of the contradictions that have arisen;
o development function: conflict is a source of improvement of the interaction process;
o instrumental: conflict is a tool for resolving contradictions;
o perestroika: the conflict contributes to the development of mutual understanding of the participants.
Destructive functions of interpersonal conflicts connected with:
o destruction of existing joint activities;
o deterioration or collapse of relations;
o negative well-being of the participants;
o low efficiency of further interaction, etc.
There are the following styles of behavior in interpersonal conflict: confrontation, evasion, adaptation, compromise, cooperation, assertiveness.
1. Confrontation - characterized by persistent, uncompromising defense of one's interests, for which all available means are used.
2. Evasion - associated with an attempt to get away from the conflict, not attaching great value to it, perhaps due to the lack of conditions for its resolution.
3. Adaptation - implies the readiness of the subject to give up his interests in order to preserve the relationship.
4. Compromise - requires concessions from both sides to the extent that an acceptable solution is found through mutual concessions for the opposing sides.
5. Cooperation - involves the joint action of the parties to solve the problem. With such behavior, different views on the problem are considered legitimate. This position makes it possible to understand the causes of disagreements and find a way out of the crisis acceptable to the opposing sides without infringing on the interests of each of them.
6. Assertive behavior (from the English. assert - assert, defend). Such behavior implies the ability of a person to defend his interests and achieve his goals without prejudice to the interests of other people. It is aimed at ensuring that the realization of one's own interests is a condition for the realization of the interests of interacting subjects. Assertiveness is an attentive attitude both to oneself and to a partner. Assertive behavior prevents the emergence of conflicts, and in a conflict situation helps to find the right way out of it.
All of these styles of behavior can be both spontaneous and consciously used to achieve the desired results in resolving interpersonal conflicts.
1.2 Typology of interpersonal conflicts
Psychologist A. Karmin as a criterion for classifying interpersonal conflicts highlights their reality or truth-falsity:
Genuine conflict: existing and adequately perceived;
Random or conditional conflict: depends on changing circumstances, which is not always adequately recognized by the parties;
Displaced conflict: hides an implicit but deep conflict;
Misattributed conflict between parties misunderstanding and misinterpreting issues;
Latent conflict is an unconscious conflict that still exists in a hidden form;
False conflict: exists due to errors of perception or interpretation, which has no objective basis.
There is a typology of interpersonal conflicts according to the reasons for their occurrence. According to this criterion, all conflicts can be divided into two large groups:
Deep conflicts that include in their orbit important values for the individual, interests, goals associated with the image of "I". They can exist for a long time without revealing themselves explicitly. They arise naturally, as they are determined by the mental make-up of the personality, the history of its development and communication. The reasons for their appearance are internal, determined by the deep needs and values of the individual.
Situational conflicts have an external, most often spontaneous reason for their appearance and do not affect the important life values of the individual. They are emotionally explosive in nature and begin immediately with an incident. Examples of the beginning of such conflicts are the rudeness of the seller, the reprimand of the boss, the thing not returned on time, the book taken without permission, etc.
The most common typology of interpersonal conflicts is based on the scope of their manifestation:
Interpersonal conflicts in the family;
Interpersonal conflicts in the pedagogical process.
The family is constantly in the process of development, as a result of which unforeseen situations arise and family members have to respond to all changes. And their behavior in various situations is influenced by temperament, character and personality. It is not surprising that in every family, various kinds of clashes inevitably arise between its members.
Most typical reasons interpersonal conflicts in the family are:
Interpersonal compatibility: not understanding each other, based on the difference in value orientations, social attitudes, interests, motives, needs, characters, temperaments, the level of development of individuals;
Leadership in the family: the leader can lead the family quite successfully, can suppress the initiatives of another, forming an internal confrontation in him, fraught with open or hidden conflicts;
Superiority: in the initial period of family life, there are cases when one of the spouses seeks to prove his superiority;
Household chores: the division of household chores is an enduring insoluble problem and the cause of conflict situations in the family.
Family budget: conflict situations can arise when one of the spouses thinks that the other is spending money imprudently or one of the spouses receives more than the other.
Intimate-personal adaptation of the family: moral-psychological and physiological satisfaction with each other in intimate relationships.
In pedagogical practice, the main types of interpersonal conflicts are conflicts:
- “student - student”: most of the conflicts among students arise due to claims for leadership in microgroups of the class;
- "student-teacher": students strive for autonomy, openly defend the right to be themselves, independently resolve issues relating to him personally, have their own attachments, as well as their own views on what is happening around him. At this age, the reaction to tactless remarks becomes much sharper and can lead to conflicts in any form.
- "teacher - teacher": conflict situations among teachers arise not only because of the peculiarity of temperament and character, but also in cases of a low level of personality development.
Among interpersonal conflicts between a teacher and a student, according to M.M. Rybakova, the following conflicts stand out:
The conflict of activity that arises between the teacher and the student and is manifested in the refusal of the second to complete the educational task or its poor performance.
Conflict of actions: any mistake of the teacher in resolving the conflict gives rise to new problems and conflicts, which include other students.
Relationship conflict that arises as a result of inept resolution by the teacher problem situations and are long term. These conflicts acquire personal meaning, give rise to a student's long-term dislike for the teacher, and disrupt their interaction for a long time.
II. Resolution of interpersonal conflicts
2.1 Basic Negotiation Models and Interpersonal Conflict Resolution Styles
The following algorithm for resolving interpersonal conflicts is assumed:
Determine the cause and essence of the problem;
Talk to everyone affected by the conflict, discuss opinions, smoothly moving on to the next point;
Find out all the wishes and interests of the participants;
Find everything possible solutions, trying not to refuse other offers and highlight the best options.
According to experts in the field of conflict resolution, the interaction strategies that the participants in a conflict situation choose become a decisive factor in overcoming this conflict situation.
The behavioral strategies of participants in an interpersonal conflict situation are divided into three main categories.
- power strategies: these include strategies of behavior of the participants in the conflict, aimed at achieving their own interests without taking into account the interests of the partner. In psychology, they are described as dominance, competition, rivalry.
- another group of strategies for interaction in conflict is formed by such forms of behavior that are based on the desire to avoid conflict. They may have the character of ignoring the problem, not recognizing the existence of a conflict, avoiding the problem instead of solving it.
- the third form of avoiding conflict is compliance, willingness to neglect, to sacrifice one's interests and goals. It can have a reasonable, rational character in cases where the subject of the conflict is not too significant for a person. This group of strategies is regarded as the most effective way to resolve interpersonal conflicts. It combines a variety of negotiating strategies leading to the development of solutions that more or less satisfy the interests of both parties.
When resolving interpersonal conflicts, two models of negotiations are distinguished:
· model of "mutual benefits": it is possible to find such solutions to the problem that fully satisfy the interests of both parties. This is possible in situations where the interests of the parties, although they contradict each other, are not incompatible.
· model of "concessions - rapprochement": used in cases where the interests of the parties are incompatible and only compromise solutions are possible, obtained through concessions of the parties.
In any case, negotiation strategies for resolving conflicts are united by the fact that the interaction of participants from contradictory becomes coordinated, based on a common interest.
The resolution of the conflict can be considered final only if the participants in the conflict situation do not just find some solution to the problem that has become the subject of their disagreement, but come to this solution as a result of agreement. This makes it possible to rely not only on the elimination of those separating them contentious issues, but also for the restoration, normalization of their relations and interactions, which could be violated. The consent of the parties regarding one or another solution is possible only as a result of the agreements of the parties, which is why negotiation strategies are really constructive ways to resolve interpersonal conflicts.
There are five other basic interpersonal conflict resolution styles:
Evasion of the resolution of the contradiction that has arisen, when one of the parties, which has been “charged”, transfers the topic of communication in a different direction. Leaving as a variant of the outcome of the conflict is most characteristic psychological type a "thinker" who is not always immediately ready to resolve a difficult situation. He needs time to think through the causes and ways to solve the conflict problem. This type of permission is also used by the "practitioner", while adding an element of reciprocity of the accusation.
smoothing, when one of the parties either justifies itself or agrees with the claim, but only for this moment. Justifying oneself does not completely solve the conflict and can even aggravate it, as the internal, mental contradiction intensifies.
· compromise as an open discussion of opinions aimed at finding the most convenient solution for both parties. In this case, the partners put forward arguments in their favor and in someone else's favor, do not postpone decisions for later and do not unilaterally force one possible option. The advantage of this outcome is the reciprocity of the equality of rights and obligations and the legalization (opening) of claims.
coercion - an unfavorable and unproductive outcome of the conflict, when none of the participants takes into account the position of the other. It usually occurs when one of the parties has accumulated enough small grievances, gathered strength and put forward the strongest arguments that the other side cannot remove.
Problem solving: in order to determine the essence of the conflict, its participants must coordinate their ideas about the current situation and develop a specific strategy of behavior.
The resolution of interpersonal conflicts is impossible without the adequacy of people's perception of what is happening, the openness of their relations and the presence of an atmosphere of mutual trust and cooperation.
2.2 Interpersonal conflict prevention methods
No matter how diverse conflicts are, the process of preventing them is characterized by some common features. First of all, as a stage of a broader management process, it is carried out within its necessary conditions and fundamental ones analyzed earlier. In addition, it has its own prerequisites, specific stages, strategy and technology.
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, predict and predict the future.
Conflict prevention is a type of management activity that consists in early recognition, elimination or mitigation of conflict factors and in this way limiting the possibility of their occurrence or destructive development in the future. The success of this activity is determined by a number of prerequisites:
knowledge general principles management social organizations, formulated modern theory management, and the ability to use them to analyze conflict situations;
The level of general theoretical knowledge about the essence of the conflict, its causes, types and stages of development, which are formulated by conflictology;
Depth of analysis on this common theoretical basis specific pre-conflict situation, which in each separate case turns out to be unique and requires a special set of methods and means to resolve it;
The degree of compliance of the chosen methods of adjustment with the existing dangerous situation 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 activities are highly not an easy task. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected.
Maintaining and strengthening cooperation, relationships of mutual assistance is the central problem of all conflict prevention tactics. Its solution is complex and includes methods of socio-psychological, organizational, managerial and moral and ethical nature.
The most important of the socio-psychological methods focused on correcting the thoughts, feelings and moods of people are as follows:
1. the 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, jointly solving emerging problems.
2. the method of benevolence, or empathy, of 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.
3. a method of maintaining the reputation of a partner, 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.
4. a method of mutual complementation, which involves relying on such partner's abilities that we ourselves do not have.
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. Of course, one can criticize the egalitarian method of distribution as unfair, inferior to the method of individual reward.
6. last of psychological ways conflict prevention is borrowed from animal trainers, from animal trainers, who, as you know, always reward their pupils for well-executed commands. This method can conditionally be called the 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 ways, such as anniversaries, presentations, various forms of holding members labor collectives joint recreation. 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.
Summarizing what has been said, it should be emphasized that everything that ensures the preservation of normal business relations, strengthens mutual respect and trust contributes to the prevention of conflict.
Conclusion
It is impossible to avoid conflicts, and there is no need for this, since any conflict, including interpersonal, is a form of manifestation of objective contradictions that arise in the process of social interaction, contributes to their development, the transition to more high level. The task is to minimize the destructive consequences of conflicts, reduce their destructive potential, using methods of their constructive settlement. To do this, first of all, it is necessary to analyze the causes of the conflict, its structure.
Conflict resolution is a complex multi-step process, which, based on the diagnosis of conflicts, is expressed in the prevention, containment, regulation of conflicts. Conflict management is characterized in the development of strategies for conflict behavior, in suppressing or stimulating conflicts, in reducing the level of conflict destruction.
Bibliography
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The concept of conflict
A conflict is a clash of different interests; a natural process that should not be feared. With the right attitude, conflicts can teach us how to interact optimally with the world, get to know ourselves and people better, and bring out the diversity of points of view. The resolution of interpersonal conflict brings relationships to a higher level, expands the capabilities of the group as a whole, unites it.
- this is a clash of personalities with different goals, characters, views, etc.
The prerequisite for conflict is conflict situation. It appears when the interests of the parties do not coincide, the pursuit of opposite goals, the use of different means to achieve them, etc. A conflict situation is a condition of conflict. For the situation to turn into a conflict, a push is needed.
Ways to resolve interpersonal conflict
- Evasion- unwillingness to participate in the settlement of the conflict and protect their own interests, the desire to get out of the conflict situation.
- fixture- an attempt to mitigate the conflict situation and maintain relationships, yielding to enemy pressure. Adaptation is applicable to conflict situations in the relationship between the boss and the subordinate.
- Compulsion- this is conflict management by pressure, the use of power or force, in order to force one to accept one's point of view.
- Confrontation focused on achieving its goals without taking into account the interests of the other side. There is no scope for coercion. This way of resolving the conflict does not resolve anything.
- Compromise is the settlement of the conflict through mutual concessions.
- Cooperation involves a joint search for a solution that meets the interests of all parties.
The best way to resolve conflict is cooperation.
Any group, family or couple is system, united by one field.
All parties to the conflict are equally necessary for the system.
Conflict management
A sudden conflict can be avoided. If it is not possible to avoid it, it must be met calmly and strive to resolve to the satisfaction of all conflicting parties.
To permission conflict situation gotta get ready. Define your goal. What would you like? If you are resolving a conflict through negotiation, choose a time and place that is convenient for both parties.
For the correct management of interpersonal conflict, it is important not only to remember your position and understand the position of the other side, but also to be aware of the state of the field as a whole.
Calmly declare your interests, ask your opponent if he wants to work on resolving the conflict. If he does not want to, then how he sees the solution to the problem. Offer different options. If they are not accepted, work on the conflict yourself.
If the enemy is ready to resolve the conflict, be aware of your state: what you are feeling now and whose side you are taking at this moment - yours or your partner-opponent.
Seek understanding, not victory. Calmly discuss the causes of the conflict. Understand what led to the conflict: the actions of the other side or your misunderstanding of the situation. Assume the best, don't blame until you figure out what the other meant. Ask the right and tactful questions.
Defend your position, but do not put pressure on your partner. Don't ask him to change. Pressure limits the possibilities of both sides and does not contribute to the resolution of the conflict.
Watch what you say:
- Use words that "lift" a person, not "lower" him.
- Ask yourself if what you are now saying is true, are you exaggerating?
- Do not use the words "always" and "never".
- Be truthful and do it kindly.
- Sometimes it is better to remain silent.
Attack the problem, not the person.
- Talk about specific things, don't generalize.
- Solve the main issues, do not cling to the little things.
- Don't talk about him, talk about yourself. Instead of "you're lying" say "I have different information".
- Relax and don't be afraid. Remember the spirit of the field, if you do not interfere with it, the conflict will be resolved in the best way.
Be aware of your feelings and express them. Be sincere with yourself and your partner. Share your feelings the right way. This will help your partner understand you better. Allow your partner to freely express their emotions. Understand your feelings: determine which emotions you can express and which ones you suppress. Why? Reporting your feelings is one way to defend your position.
Manage your emotions don't suppress them, but don't let them control you either. As you express them, be aware of the space around you. Once you've expressed your emotion, calmly let it go. Don't cling to your fear, resentment, or pain. If, after fully and sincerely expressing your emotions, you feel uncomfortable, you can back off. Concession does not mean defeat, but gives the opportunity to continue the dialogue.
A flexible and creative attitude to the situation is one of the conditions for conflict management.
Learn to feel the state of the other, the general "atmosphere" of the conflict. Remember that you are in a common field, where each participant plays a role in the overall process.
Be open to the possibilities that may arise in the process of conflict resolution.
When you become aware of the subsidence of emotions or loss of interest in the conflict, admit it. Get out of your role and literally change position- go to another place, look from the outside at the conflict, at yourself and your partner.
What have you learned about yourself and the current situation? Perhaps you will open up new options for relationships.
If you now want to help your partner, return to the conflict and take his position. Do it sincerely, ask how you can help him. Watch him, try to feel what he is experiencing now. Help him express his feelings.
Taking the position of our adversary helps us understand which sides of ourselves we are currently in conflict with. A conflict situation arises because we ourselves have something that agrees with our opponent. The field organizes the conflict so that we understand ourselves better. And until we understand this, we will fall into similar conflicts or stay in one conflict situation for a long time.
If you were able to sincerely work through all the moments of resolving the conflict, it will subside or move to new level where other problems and new feelings will appear. Work on this level too.
If the conflict subsides, get out of it. Forgive yourself and your opponent. Forgiveness frees, restores relationships, eliminates negative emotions. Find words that correctly reflect the situation, without humiliating you and your partner.
If a person says "no", it is not yours problem. You do what is right for you.
If joint efforts did not lead to a resolution of the conflict, try to solve the problem yourself. To do this, imagine the parties to the conflict as internal parts of your "I" and work through it.
To become a master of conflict management, you need to develop receptivity. This makes it possible to feel the intentions of the partner (opponent), allowing for a more constructive dialogue. To develop receptivity, learn to live in the present moment - “here and now”. In the present, a person is balanced and open to new things, able to respond flexibly to a changing situation.
Conflict management is available to those who know how to manage themselves. You can learn this only through personal experience, in the process of inner growth.
To prepare for the resolution of interpersonal conflict you can use the help of a friend. Describe the situation as objectively as possible. Ask him to play the role of your opponent. Use what you read above.
AT interpersonal relationships often there are contradictions conflicts ) arising between people in connection with the solution of certain issues of social and personal life. Among the many causes of conflict, a certain place is occupied by incompatibility in physical, psychological, socio-ideological terms. Contradictions in interpersonal relationships do not always lead to conflicts, many of them are resolved peacefully. Others cause confrontation and are resolved in it.
Conflict management includes interpersonal ways resolution of conflict situations. There are five main styles of conflict resolution, or strategies of behavior in conflict situations: Evasion, Smoothing, Coercion, Compromise, Cooperation.
Conflict- a collision of oppositely directed goals, interests, positions, opinions or views of the subjects of interaction, accompanied by negative emotional states.
Depending on the number of participants, conflicts are divided into intrapersonal, interpersonal, between an individual and a group, and intergroup. .
Conflict intrapersonal. The state of dissatisfaction of a person with any circumstances of his life, associated with the presence of conflicting interests, aspirations, needs, etc. Personal development is impossible without overcoming internal contradictions, resolving psychological conflicts.
Unresolved intrapersonal conflicts cause frustration and anxiety, impede personal growth, and make a person more vulnerable.
interpersonal conflict . This is the most common type of conflict. The conflict is based on the contradictions between people, the incompatibility of their views, interests, needs. AT educational institutions it can occur between participants pedagogical process in various options: teacher - student, student - student, teacher - teacher, etc.
Conflict between the individual and the group. Departure of a group member from the norms of behavior and communication established by the group can lead to conflict. One of the common conflicts of this type is the conflict between the student group and the teacher. The most difficult such conflicts occur with an authoritarian style of pedagogical communication.
Conflict interaction can have both negative and positive consequences permissions. If conflicts contribute to making informed decisions and developing relationships, they are called conflicts. constructive. Conflicts that impede effective communication and decision-making are called destructive. To direct conflicts in a constructive direction, it is necessary to be able to analyze them, understand their causes and possible consequences.
General characteristics of behavior strategies in conflict :
1. Rivalry. Its distinctive feature is reduced to the desire to achieve its own, to defend its own position at all costs, to force others to accept this particular vision of solving the problem. The one who adheres to this strategy is trying to get others to accept their point of view; he is not interested in the opinion of others.
2. Cooperation. It involves a joint solution to the problem that gave rise to the conflict. With this strategy, the participants recognize each other's right to their own opinion and are ready to understand it, which gives them the opportunity to analyze the causes of disagreement and find a way out acceptable to everyone. The one who relies on cooperation does not try to achieve his goal at the expense of others, but seeks a solution to the problem.
3. Compromise. Removal of the contradiction is carried out on the basis of mutual concessions. This style is characterized by taking the other side's point of view, but only to a certain extent. It is possible that after some time the dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with "half-way solutions". In addition, the conflict in a slightly modified form may reappear, since the problem that gave rise to it has remained unresolved.
4 . Avoidance. The one who adheres to this strategy is characterized by evasion from conflict resolution, ignoring it. This strategy may be appropriate if the situation can resolve itself (rarely, but it does happen) and if there are no conditions for effective conflict resolution now, but they will appear after some time.
5. fixture. This style is manifested in one-sided concessions: acting together with someone, a person gives in to another and, not trying to defend his own interests, sacrifices them for the sake of interests. opposite side. "Adapter" tries to prevent the manifestation of signs of conflict, calling for solidarity. This often ignores the problem underlying the conflict. As a result, there may be temporary peace. Negative emotions do not "splash", but they accumulate. Sooner or later, an unresolved problem and accumulated negative emotions will still lead to a conflict, the consequences of which may turn out to be dysfunctional.
Questions:
1. Features of relationships in the military team.
2. Ways to resolve interpersonal conflicts.
As a result of the transformation of educational work into work with personnel, a significant reduction in the staff of educational officers, educational work as a specialized social institution ceases to exist and turns into a general function of command personnel. The implementation of this approach to educational work implies a significant improvement in their preparation for the performance of educational functions.
Military practice requires subunit commanders to have a broad knowledge of the socio-psychological phenomena of military collectives, among which an important place is occupied by the peculiarities of relationships between people.
In military collectives, in addition to official relations, a wide variety of relations are formed and developed, which arise spontaneously and are not officially regulated by anything.
The nature of the relationship affects the level of morale and psychological state of the personnel of the unit and is manifested in such indicators as the level of satisfaction with relations in the team, the absence of conflicts among various categories of servicemen, confidence in their colleagues.
Relationships arise in any community of people as a result of their mental interaction in joint activities, and are manifested in the ways in which people influence and influence each other. These methods of mutual influence, or forms of interpersonal and intergroup relations, are very diverse: authority, friendship, partnership, mutual responsibility, rivalry, sympathy and antipathy, imitation, familiarity, etc. Their experience is always subjective. They are based on the attitudes, orientations, expectations of the members of the team, which in turn are determined by the content and organization of joint activities and the values that underlie their communication. Mutual relations serve as a soil for the formation of public opinion in the team, the emergence of collective sentiments, are manifested in certain traditions, act as a factor that forms the socio-psychological climate of the team.
Relationships in a military collective are a system of relationships that arise and develop between servicemen in the process of their interaction in all spheres of military activity and is accompanied by various emotional experiences of the individuals participating in them.
Mutual relations in the military collective, depending on the areas of activity, are divided into official and unofficial.
Official (service) relations are the most important basis for the interaction of people in solving professional problems, including military personnel in battle, on combat duty, while on guard and internal service (ship watch), in everyday life. The system of these relations presupposes the strict execution of combat, official, job duties and roles. These relationships are officially enshrined in the organizational structure of the military collective and are specified in the relevant governing documents: laws, orders, charters, rules, instructions. Within this framework, service-business, legal, moral, ethical and other relationships are distinguished.
Service relations are divided into relationships "vertically" (between superiors and subordinates) and "horizontally" (between equal in position and rank).
Informal (non-official) relationships - such relationships develop depending on individual features military personnel, their feelings, likes and dislikes, collective ideals and intra-collective roles, cover social activities, recreation and leisure of military personnel.
Relationships come from certain motives (interest, understanding of the need to interact, cooperate, communicate, etc.) and include one or another behavior (speech, actions, facial expressions, gestures, etc.), emotions and feelings (satisfaction with communication, sympathy , dislikes, attractiveness, mutual attraction, positive or negative states), cognition (perception of another, thinking, imagination, representation), will (restraint in the absence of mutual understanding, self-control in case of conflict, assistance in a difficult situation).
Relations between servicemen are various forms of their direct contacts during service, combat training, community service, domestic and everyday communication. These contacts include thoughts, feelings, assessments, ideas about each other, likes, dislikes, etc. Relationships depend on how one person perceives and evaluates the other. In turn, the perception and evaluation of others by a person depends on the characteristics of his personality, experience, knowledge. Therefore, the relationship of military personnel is influenced by such individual characteristics as orientation, character, temperament, interests, erudition, culture, habits, age, nationality, etc.
Relationships in the team depend on the level of organization of joint activities, the personal example of the unit commander, consciousness, sense of duty, beliefs and worldview. An important role in the relationship is played by the psychological compatibility of people, mutual compliance, politeness, willingness to help, obey, goodwill.
The requirements of general military regulations regulate relations categorically in the form of strict subordination, obedience to commanders, camaraderie and mutual assistance. At the same time, relations in the army in terms of personal relations between servicemen presuppose mutual respect, an understanding of the high social role of each as a defender of the Fatherland, the need for solidarity and cohesion.
In relations with subordinates, unit commanders must show respect for their personal dignity, combine exactingness with care, trust, goodwill, responsiveness, and justice. The scornful, rude, arrogant, intimidating and unfriendly attitude of a superior towards a subordinate is contrary to the requirements of the statutes. The statutory attitude of subunit commanders to subordinates gives rise to a positive response as a boss and as a person.
Subordination is subjectively experienced depending on the individual characteristics of the serviceman and commander, on the situation, the tasks performed, the mood and opinion of the team. Therefore, for one serviceman, submission is an outwardly imposed, unpleasant attitude; an order is perceived by them as an encroachment on freedom, independence, and dignity. Such a warrior more easily perceives demands in the form of a request. Submission to another soldier is convenient and pleasant. For the third submission - perceived need in performing service tasks.
The unit commander should not build his official relationship with his subordinates on a strictly official basis. One must be close to subordinates, deeply respect their dignity, understand inner world the personality of each. To understand the inner world of another person means to be able to put yourself in his place and see the environment as if through the eyes of this person.
Relationships that comply with charters and moral standards exclude rudeness, unhealthy pride, alienation, disrespect for each other, help create a cheerful mood among servicemen, help each of them mobilize their forces to overcome the difficulties of service. On the contrary, hostility, indifference, inattention, disrespect, tactlessness, hostility, negative emotions and feelings, conflicts reduce the level of cognitive activity and the moral psychological atmosphere in the team of the unit. Therefore, the success of the development and use of weapons and equipment, the development of the cohesion of military teams, their combat coherence depend on the quality of relations between servicemen.
Especially close relationships are observed in small groups. The military collective has official and unofficial structures. The official structure corresponds to the staff of the unit, the informal one consists of a system of informal statuses and roles.
Military personnel are united in microgroups according to various principles (fellowship, common interests, etc.), which have both a positive and a negative orientation. Microgroups arise on the basis of the need for mutual assistance in the study of complex technology, in joint spending of free time, and sometimes on the basis of a negative attitude towards the service, towards the commander. In the latter case, with such a microgroup, it is necessary to carry out additional measures of educational work, show the team the harm of its direction, and, if necessary, transfer the leader to another unit.
In order to establish healthy relationships, it is important for the unit commander to create conditions for self-assertion, gaining positive authority in the team for each serviceman.
The unit commander can build relationships with his subordinates correctly only on the basis of a deeply conscious sense of the responsibility entrusted to him, high internal discipline and a critical attitude towards himself. Without constant self-control, a sergeant cannot count on being a mature unit commander, a thoughtful and skillful educator of subordinates.
The main direction in the work on the formation of healthy relationships in the team is the formation of awareness by each soldier of the unit of the need for friendship and camaraderie, mutual assistance, constant internal readiness for this when performing military duty. What is needed is not a simple knowledge of the laws and their requirements, but an understanding of the meaning and significance of military duty and service in general, as well as the fact that their high-quality implementation is unthinkable without military partnership. When trying to manifest elements of hazing, there may be cases of undermining the combat readiness, cohesion of the team, the loss of its full capacity, therefore, it is necessary to achieve an understanding by each member of the unit of the social harmfulness of hazing, internal rejection of them.
The strengthening of statutory relationships in the unit is facilitated by the education of patriotism, collectivism, self-esteem and honor among military personnel.
The feeling of satisfaction with belonging to this team has a positive effect on the behavior of a serviceman, his attitude to official duties and to his comrades. The level of motivation of a serviceman rises from personal to socially significant, they merge, coincide. Consequently, his actions will always be aimed at realizing the interests of the collective, and his attitude towards his comrades will be the same. From the history of the Great Patriotic War there are many examples when, after being cured in the medical battalion, soldiers, sergeants sought to return to their company, to their comrades. This is patriotism, collectivism, the manifestation of formed higher feelings.
An indispensable condition for ensuring statutory relationships in a unit is the constant, unified, high and fair exactingness of commanders and chiefs at all levels, control and continuous management of personnel. The realization by each serviceman that not a single fact of hazing can remain unknown and unpunished restrains them and, on the whole, forms an expedient style of behavior and relationships.
Healthy relationships between military personnel are formed if unit commanders personally observe and require subordinates to comply with the basic principles of relationships:
a) the principle of respect and subordination, which implies the compliance of relationships with the norms of public morality and morality, as well as the observance by all members of the team of personal dignity, professional and social status of each serviceman;
b) the principle of cohesion - the formation of mutual assistance, mutual assistance and mutual understanding among military personnel;
c) the principle of humanism, which provides for humanity as the basis of relationships between military personnel, which manifests itself in trust, sincerity and openness.
Relationships in a military team should be constantly in the field of view of the unit commander; without proper attention from commanders, relationships will form spontaneously and can lead to undesirable consequences including conflicts.
In the military collective, in the process of people's interaction, negative socio-psychological phenomena are also manifested, among which there are interpersonal conflicts, which are understood as a clash of opposing interests, views, serious disagreements, a sharp dispute, etc.
Any conflict can be prevented if both parties are interested in it. In the origin of the conflict, as a rule, one person is the initiator, the other at this moment faces a choice:
- agree at least outwardly with the position and claims of the one who showed conflict in communication;
- disregard provoking conflict words and actions;
- react in such a way that, without putting your dignity to the test, exhaust the conflict;
- react with aggression, boldly go to conflict;
- force (in relation to the boss - subordinate) to end the conflict.
Researchers K. Thomas and R. Kilmenn identified the following five main styles of behavior in a conflict situation:
- adaptation, compliance;
- evasion;
- confrontation;
- cooperation;
- compromise.
General recommendations for resolving a conflict situation can be summarized as follows:
- recognize the existence of conflict;
- determine the possibility of negotiations;
- to agree on the negotiation procedure;
- identify the range of issues that make up the subject of the conflict;
- develop solutions;
- make an agreed decision;
- implement the decision in practice.
Psychological research shows that most conflicts can be avoided. To do this, unit commanders and subordinates need knowledge, skills, experience in the field of communication, tolerance for each other, and sometimes just benevolence.
Studies of conflicts have shown that most conflicts are resolved with the active intervention of superiors in almost nine cases out of ten.
Almost half of all conflicts are resolved in the most common way (but not the most effective) - the concession of one of the rivals.
The way out of every fifth conflict is a compromise, i.e. mutual concessions of the parties. Everyone is inferior in something fundamental for him, but at the same time partially achieves what he wants.
Very rarely, the warring parties use such a method of conflict resolution as cooperation. The main thing for them is not to win, but to solve the problem. This method is the most effective, as it allows you to resolve the contradiction underlying the conflict.
Sometimes in a protracted conflict, the parties, tired of a long struggle, abandon it and stop active actions. In such a situation, a natural attenuation of the conflict occurs. The contradiction that led to it may remain and serve as the basis for the emergence of a new conflict. Therefore, it is advisable to strive to ensure that this contradiction is basically or at least partially resolved.
It is important, of course, that the servicemen themselves, in conflict with each other, find a way to reconciliation, therefore, in order to bring a way out of the conflict, it is advisable for the unit commander to advise his subordinates:
- reduce negative emotions in relation to the opponent;
- try to change your views about him as a person, focus on his positive qualities and deeds;
- remember, because the conflict itself is not beneficial for you;
- listen to the analysis of the conflict "from outside";
- figure out how to solve the problem without conflict.
In all cases, it is important to understand the situation, try to identify the opponent on whose side the truth is, and support him. This will contribute to the progressive development of the team and the positive resolution of the contradiction that underlies the conflict. If you simply try to reconcile the conflicting parties without defining right and wrong, then such a solution will not give good results. When both opponents are wrong, then the strategy of smoothing out the contradiction, mutual concessions, reconciliation makes sense.
Practice proves that it is easier to prevent conflict than to resolve it. Having understood the true causes of the conflict, in all cases it should be resolved with the maximum benefit for the socio-psychological climate of the military collective.
Psychological science has developed recommendations for unit commanders on the prevention of conflicts with subordinates. These recommendations will help in working with subordinates, and they boil down to the following:
1. Give subordinates clear, specific, realistic tasks and ensure their implementation.
2. Your orders and orders must be justified in legal terms, must not run counter to the requirements of the Charter and, moreover, infringe on human dignity. Remember, about 15 percent of conflicts between superiors and subordinates are based on insults.
3. Systematically control the quality, completeness and timeliness of the implementation of your instructions. This will reduce the likelihood of violations. At the same time, petty guardianship is highly undesirable.
4. Do not rush with an unambiguous assessment of the quality of the work of a subordinate. Take a deep look at the situation first. Evaluate what he has achieved based on the initial state of affairs and the successes of other military personnel. Know that 80 percent of conflicts with subordinates arise from unfair assessment of the results of their activities.
5. Do not seek to re-educate a negligent soldier in a short time. Reckless and resolute attempts to “make a man out of him” often do not lead to anything good, but only provoke a conflict. It is important to form a subordinate's conviction that the shortcomings in his behavior or character interfere primarily with himself, and their elimination will improve his position in the team and increase his authority.
6. Criticize after you praise. By starting a conversation with a subordinate from the positive in his service, you thereby win him over, help him better understand the essence of the comments and realize the need to eliminate shortcomings.
7. Remember, it is not a person who needs to be evaluated, but an act, the results of performance. The use of such generalizing formulations as “you are never able to do anything on time”, “you are always dishonest”, “you are constantly late for work”, etc., will only bring negative results. The serviceman will clearly consider such assessments unfair.
8. It is unacceptable to transfer the blame for the violation of a subordinate to the entire social group to which he belongs. In particular, the nationality of the serviceman should be taken into account here.
9. Do not be afraid to harm your authority by admitting mistakes. On this, teach subordinates to correctly evaluate their actions and deeds. Honesty and decency are always appreciated by people, and especially if these qualities are manifested in a leader.
10. Do not turn your subordinates into a "lightning rod" in your conflicts with a higher commander. By discharging negative emotions on them from unpleasant communication with the boss, you stabilize your internal state (in relation to the commander, you could not do this for a number of reasons). However, by doing so, you will create a new focus of conflict tension - with your subordinates.
11. Punish less often and often help subordinates correct their mistakes. Practice shows that the following strategy is more effective: less misconduct - less conflict - less punishment - less problems.
Thus, in the process of joint activity, military personnel constantly interact with each other in the military collective, as a result of which various relationships are formed.
Their moral and mental state, discipline and academic performance significantly depend on the nature of the relationship between servicemen. The unit commander cannot but deal with the problems of the relationship of his subordinates, since they affect the level of combat readiness of the unit.
Educational practice confirms that the personnel and those military teams that are engaged in joint activities, associated with high responsibility and risk (combat services, long-distance sea voyages, performing complex tasks at sea or on the coast), are distinguished by cohesion, solidity, conflicts rarely arise among them, and the contradictions that have arisen are resolved taking into account the objective need for coordinated actions.
In order to create a healthy moral and psychological climate, unit commanders must personally observe and demand from their subordinates the implementation of the basic principles of relationships in a military team: respect and subordination, cohesion and humanism.
Guidelines
In the opening remarks, it should be noted that in the modern Russian Armed Forces, the institution of educational work has been transformed into work with personnel, while part of the educational functions fell on the shoulders of commanders.
When studying the first question, it is important to define the concept of "relationships in a military team", to reveal their types, factors influencing them, the principles of construction, to name the main participants in these relationships using the example of a specific unit where the students of the UCP class are serving.
The second training question should focus on practical recommendations for resolving interpersonal conflicts in military teams. It is worth emphasizing that the unit commander is obliged to deal with the problems of relations between subordinates, since they directly affect the level of combat readiness of the unit.
Recommended literature:
1. Military pedagogy and psychology: Tutorial/ Ed. P.A. Kormchego, L.G. Lapteva, V.G. Mikhailovsky - M .: "Perfection", 1998.
2. Modern military psychology: Reader / Comp. A.A. Urbanovich. - Minsk: "Harvest", 2003.
3. Psychology and pedagogy. Military psychology / Ed. A.G. Maklakova - St. Petersburg: Peter, 2004.
4. Dotsenko V. Psychology of conflict. Prevention and ways of resolution, St. Petersburg. -2010.
5. Dulich L., Klepikov D. Sociology and psychology of military management. - St. Petersburg: VMA, 2006.
6. Korkin S., Sirenko I., Abravitov D. Organization and methodology of educational work in the unit. - Petrodvorets, 2011.
Captain 2nd rank Vasily MARYUTIN,
Associate Professor VUNTS VMF "Naval Academy
named after the Admiral of the Fleet Soviet Union N.G. Kuznetsov"
