Social conflict and ways to resolve it: causes of occurrence, stages of social conflicts, measures to eliminate them, features of settlement and search for compromise

Conflict. Ways to resolve conflict situations. Multiple Choice Questionnaire.

Psychological maladjustment manifests itself:

• in violation of the perception of space and time;
• disorders of memory, attention, thinking;
• in the manifestation of unusual mental states;
• pronounced vegetative reactions.

Such changes have a significant impact on behavior and professional performance

Mental conditions

A mental state is an independent manifestation of the human psyche, always accompanied by external signs of a transient, dynamic nature, most often expressed in emotions, coloring all mental activity of a person and associated with cognitive activity, the volitional sphere and the personality as a whole.

• feelings;
• mood (euphoria, anxiety, frustration, etc.);
• attention (concentration, absent-mindedness);
• will (decisiveness, confusion, composure);
• thinking (doubts);
• imagination (dreams), etc.

Maladaptive mental states

The criterion for identifying maladaptive mental states is a decrease or loss of a person’s control over his condition, which in terms of the intensity of the experience or duration exceeds the person’s regulatory capabilities.

Yerkes-Dodson Law

Prevention of adverse mental conditions

Basic mechanisms:

The first mechanism is associated with the inclusion of volitional regulation;

The second mechanism involves cognitive reappraisal along the lines of “Not really necessary”;

The third mechanism includes indirect cognitive control (involves the involvement of additional organizational, group, and personal resources).

Social conflict

Social conflict is the most destructive way of resolving significant contradictions that arise in the process of social interaction, which consists in the opposition of the subjects of the conflict and is accompanied by expressed negative emotions and feelings.

Conflict affects:

• mental states and, as a consequence, the physical health of participants;
• relationships between opponents;
• quality of individual activity;
• socio-psychological climate of the group;
• quality of joint activities.

Consequences of the conflict

• Constructive
• Destructive

Destructive consequences of conflict:

• difficulties or impossibility of joint activities of the parties to the conflict;
• strengthening of personal hostility of the conflict participants, up to the formation of the image of the “enemy”;
• opposition between the parties to the conflict towards each other, which damages professional activity;
• manifestation of unproductive competition in relation to other persons;
• reduction of interpersonal communications up to their complete disappearance;
• a decrease in the general background of mood and the effectiveness of individual activities among the participants in the conflict.

Constructive consequences of conflict:

• in searching and developing mutually acceptable solutions;
• in removing the hostility of the conflict participants towards each other;
• in emotional release;
• in psychological renewal of relationships;
• in the emergence of a deeper and more adequate mutual understanding between people.

Structure of the conflict

• Objective level
• Subjective level
• Objective level
• the subject of the conflict, that is, what causes the conflict;
• main participants in the conflict;
• secondary participants in the conflict, that is, those who explicitly or implicitly support the main participants in the conflict;
• factors of the physical and social environment that directly influence the conflict;
• factors of the physical and macrosocial environment that indirectly influence the conflict.

Subjective level

• image of the conflict situation of each party;
• the needs of the parties;
• concerns of the parties;
• positions of the parties;
• current mental state of the conflict participants;
• dynamic components of the individual psychological characteristics of the participants.

Mechanism and methods of conflict resolution

From the point of view of the mechanism, conflict resolution is possible in two main ways - through the efforts of the warring parties themselves, or with the involvement of a third party - a mediator or arbitrator.

Next, sequential actions are carried out, expressed in influencing the subject of the conflict, the interests of the warring subjects, as well as the conflict situation itself as a whole, that is, its subject, the interests and needs of the subjects, the causes of the conflict, etc.

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In addition, an important principle of conflict resolution is the need for both the parties themselves and the mediator involved to resolve the dispute to renounce the assessment of the warring parties as to the “right” and “wrong” sides in the corresponding conflict, as well as the mutual awareness of the parties of the need to begin resolving the conflict by finding a compromise, making mutual concessions and stopping open physical and psychological violent actions, if any.

In turn, from a practical point of view, specific ways to resolve social conflicts aimed at eliminating contradictions can be:

• Complete refusal of one of the parties from the subject of the conflict, for example, in the case when the desire to possess it is disproportionate to the losses already incurred and possible;
• If there is a physical possibility, division of the subject of the conflict between the warring parties, or determination of the procedure for access and use of the subject of the conflict that suits both parties;
• Providing compensation to one party in favor of the other for the use of the subject of the conflict;
• Termination of interaction between warring subjects, which leads to loss of interest in the subject of the conflict on their part;
• Transformation of a conflict that has arisen over a specific subject towards mutual cooperation in order to realize the common interests of the parties.

Map of the conflict

Factors of conflict

The main difference between external factors of conflict and internal ones is, first of all, that they do not depend on the characteristics of the organization itself, and this means that it is almost impossible to counteract them.

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The main external factors of the conflict include:

• social polarization;
• economic and political instability;
• natural disasters
• deepening social stratification;
• social tension, etc.

Internal factors of conflict. They can be both objective (financial, economic, organizational, etc.) and subjective (psychological, personal) in nature. Comprehensive consideration of the entire range of conflict factors is very important for the effective functioning of any organization.

Objective reasons

A natural collision of significant material and spiritual interests of people in the process of their life;

Poor development of legal and other regulatory procedures for resolving social contradictions that arise in the process of interaction between people;

Lack of material and spiritual benefits that are significant for the normal functioning of people;

Stable stereotypes of interethnic relations that contribute to the emergence of conflicts.

Social and psychological reasons

Loss and distortion of information in the process of interpersonal and intergroup communication;

Unbalanced role interaction between people;

Different criteria for assessing the results of activities and events;

In-group favoritism;

The atmosphere of competition and competition.

Lecture 3 - 4. Conflicts and ways to resolve them

Lecture 3 - 4. Conflicts and ways to resolve them

1. The concept of conflict, its essence

2. Ways to resolve conflicts.

The concept of conflict, its essence.

Conflict (lat. conflictus - collision) is a collision of oppositely directed goals, interests, positions, opinions or views of opponents or subjects of interaction.

Conflicts can be hidden or overt, but they are always based on a lack of agreement. Therefore, conflict is a lack of agreement

between two or more parties - individuals or groups.

Observations show that 80% of conflicts arise beyond the wishes of their participants. This happens due to the characteristics of our psyche and the fact that most people either do not know about them or do not attach importance to them.

The main role in the emergence of conflicts is played by the so-called conflictogens - words, actions (or inactions) that contribute to the emergence and development of a conflict, that is, leading to a conflict directly.

The insidious essence of conflictogens can be explained by the fact that we are much more sensitive to the words of others than to what we say ourselves. There is an aphorism: “Women do not attach any importance to their words, but they attach great importance to what they hear themselves.” In fact, all of us are guilty of this, not just the fair sex.

However, a “single” conflictogen by itself, as a rule, is not capable of leading to conflict. There should be a “chain of conflictogens” – their so-called escalation.

Escalation (increase ) of conflictogens - when a person tries to respond to a conflictogen addressed to him with a stronger conflictogen, often the strongest among all possible ones.

What is the general scheme of this process of “exchanging pleasantries”? Everything happens incredibly simply. Having received a conflictogen in his address, the “victim” wants to compensate for his psychological loss, therefore he feels the desire to get rid of the irritation that has arisen by responding with “offense for offense.” In this case, the answer should not be weaker, and to be sure it is done with a “margin”. After all, it is difficult to resist the temptation to teach the offender a lesson, so that he does not allow himself to do this in the future. As a result, the power of conflict agents is rapidly growing.

Of course, the ability to restrain yourself, or even better, to forgive an offense, meets the requirements of high morality. However... the number of people who want to “turn the other cheek” is not multiplying.

There are three main types of conflictogens:

- striving for superiority;

- manifestations of aggressiveness;

- manifestations of selfishness.

Conflict occurs only when existing contradictions and disagreements disrupt the normal interaction of people and prevent the achievement of their goals. In this case, people are simply forced to somehow overcome differences and enter into open conflict interaction.

In the process of conflict interaction, its participants get the opportunity to express different opinions, identify more alternatives when making a decision, and this is where the important positive meaning of the conflict lies.

If conflicts contribute to making informed decisions and developing relationships, then they are called functional (constructive). Conflicts that prevent effective interaction and decision making are called dysfunctional (destructive). So we need to not once and for all destroy all the conditions for conflicts to arise, but learn to manage them correctly. To do this, you need to be able to analyze conflicts, understand their causes and possible consequences.

In accordance with the classification of L. Couser [393], conflicts can be realistic (objective) or unrealistic (non-objective).

There are 2 main types of conflicts - intrapersonal and interpersonal (although some authors increase this number to 4, 6 or more).

Intrapersonal conflict is a state of a person’s dissatisfaction with any circumstances of his life, associated with the presence of conflicting interests, aspirations, and needs that give rise to affects and stress.

Here, the participants in the conflict are not people, but various psychological factors of the individual’s inner world, which often seem or are incompatible: needs, motives, values, feelings, etc.

Intrapersonal conflicts associated with working in an organization can take various forms. One of the most common is role conflict, when a person’s different roles make conflicting demands on him. For example, being a good family man (the role of father, mother, husband, wife, etc.), a person should spend evenings at home, and his position as a manager may oblige him to stay late at work. Or the head of a section in a bookstore gave instructions to the seller to arrange books in a certain way, and at the same time the merchandiser ordered to take stock of the availability and condition of a certain category of literature. The cause of the first conflict is a mismatch between personal needs and production requirements, and the second is a violation of the principle of unity of command. Internal conflicts can arise in production due to work overload or, conversely, lack of work when it is necessary to be at the workplace.

Interpersonal conflict is an intractable contradiction that arises between people and is caused by the incompatibility of their views, interests, goals, and needs.

This type of conflict manifests itself in different ways in organizations. Many managers believe that the only reason for it is the dissimilarity of characters. Indeed, there are people who, due to differences in characters, views, and behavior, find it very difficult to get along with each other

.
However, such conflicts, as a rule, are based on objective reasons - the struggle for limited resources: material resources, production space, time to use equipment, labor, etc. Everyone believes that it is he who needs the resources, and not the other.
Conflicts arise between a manager and a subordinate, for example, when the subordinate is convinced that the manager makes unreasonable demands on him, and the manager believes that the subordinate does not want to work to his full potential. Ways to resolve conflicts.

Is it possible to avoid conflicts in business or personal relationships? "No!" - any professional psychologist will answer. Conflicts, as an extreme form of resolving contradictions, are inevitable, but they can be managed within certain limits. To do this, you need to learn to distinguish between forms of behavior in conflict and the corresponding outcome options. It is also useful to know the basic rules or ethics of behavior in conflict. Behavior in conflict is very diverse. But what rules must be followed to mitigate the conflict or make it constructive? There are several such rules of behavior in a conflict situation that provide the best way out of an acute situation.

Rule 1: have an open mind towards the initiator of the conflict.

The first rule of behavior in conflict is a fair, unbiased attitude towards the initiator of the conflict. Any interpersonal conflict begins with the fact that a person appears in a couple or group who is dissatisfied with something - this is the initiator of the conflict. It is he who makes demands, claims, grievances and expects his partner to listen to him and change his behavior. After all, how does a partner usually react to the initiator of a conflict? Purely negative. He accuses him of being “again dissatisfied with something, again starting a quarrel over trifles,” that “he is always missing something,” “everything is always wrong for him.” The role of the accused is always unpleasant, therefore, naturally, every normal person tries to avoid it or “prepares to fight back the initiator.”

It should be remembered that the initiator of the conflict, with rare exceptions when it is simply a capricious, uncooperative, “quarrelsome” person, always has personal reasons for “starting a quarrel.” As a rule, behind his dissatisfaction and claims there is a fairly significant reason or personal interest - some state of affairs that does not suit him, burdens him, torments him, causes anxiety or inconvenience.

Thus, in order for the conflict not to go down the “crooked path” from the very first step, it is necessary to treat the initiator of the conflict fairly and patiently: do not immediately condemn, do not dismiss, do not scold, but carefully and listen to him as kindly as possible.

Rule 2: do not expand the subject of the dispute.

The second rule of behavior in conflict is to identify the subject of the conflict and not expand it. The subject is understood as the reason for the partner’s dissatisfaction: what specifically does not suit him, what does he not like in the behavior of the other? The initiator of the conflict must also observe this rule, i.e. clearly and clearly formulate, first of all, for himself, what does not suit him and irritates him in the other. Then fully and clearly state the reason for your complaints.

Often, quarreling people do not know how to follow this rule. Vague irritation with something is poorly realized and is presented in the form of a spoiled mood. In this case, partners get bogged down in vague accusations, nagging, jabs and even insults, through which the “accused” does not see the essence of the quarrel.

Let's give an example of a telephone conversation in the office: “Are you talking too loudly on the phone?” And further, “expanding the subject”: “For some reason everyone should work, but you should talk?!” Not only did the initiator expand the subject of the conflict, he actually insulted the “accused.” The assessment of hard work already concerns the area of ​​business and personal qualities of the accused, and if he is in a bad mood and, in addition, has a practical personality type, he will move to a “frontal” defense or to a “frontal attack” on the offender.

In a marital conflict, the wife formulates the subject quite precisely; "I don't want you smoking in the room." But he immediately adds: “And in general, be more careful, you always wrinkle your clothes, stain your chair with ashes.” She expanded the subject of the conflict: she added several more claims, in addition to a personal one: “You have become somehow sloppy.” When several accusations fall on a person at once, it is difficult for him to assimilate them and take note of them. When there are many subjects of conflict, the spouses cannot deal with any of them in detail and meaningfully, a “jam of problems” is created, the quarrel inevitably drags on and “there is no end in sight.”

So, the second rule of conduct in conflict “clarification of the subject of the conflict and not expanding the number of subjects” should include “reducing the number of claims at once.” The danger of expanding the number of claims is that the accused gets the impression of absolute guilt in everything that happens to the initiator of the conflict.

Another consequence of the expansion in the number of claims may be increased irritation of the accused, who does not know how to “please the initiator,” and is it even necessary to do this if “everything is so bad”?! For example, the conflict began over a loud conversation on the phone, then moved on to something else, a report was not given on time, the “idleness” of the accused, etc. was remembered. And then the initiator said everything that had accumulated in his soul,” and the accused, driven to the extreme, also “didn’t remain in debt,” and laid it all out straight “regardless of faces.”

Associated with the second rule of behavior in conflict is the psychological ability of some individuals, who are often non-conflict by nature, to restrain themselves and avoid conflict. Sooner or later, mentally accumulating small grievances form a “snowball” that is difficult to stop. The opportunity that presents itself will reveal so many grievances and omissions that it will be simply impossible to cope with the conflict.

That is why the outcome of the conflict such as “smoothing out” and especially “leaving” is not recommended. They can leave the initiator and the accused with grievances in the form of unresolved contradictions. Various mental associations, gradually accumulating, overgrown with details of other clashes and omissions even with other people, will cause a generalization of the subject of the conflict and, most importantly, the emotional involvement of the accused and the initiator will increase. Here, another danger awaits the participants - partners of the conflict - to draw a hasty conclusion about the appropriateness of these relations in general.

Thus, quite often among young spouses, “marriage and divorce” can become an ordinary, commonplace thing. The ease with which young spouses talk about divorce is not so harmless. At first half-jokingly, and then seriously, accumulated grievances and omissions lead to hasty conclusions and decisions. It is well known from various areas of human practical activity that it is easier to destroy than to build and, especially, anew. The same is true in interpersonal relationships: one should not rush to conclusions about the meaning of specific relationships - comradely, friendly, friendly and especially marital.

Psychological research shows that only the presence of all types of relationships provides an individual with harmonious development, life satisfaction, and optimism. It is easier for an active person to establish relationships in new circumstances, although he cannot provide himself with all types of relationships in these conditions. An introverted, uncommunicative person also makes it easier to get by with a minimum of contacts and relationships. But it is absolutely impossible to form family, parental, marital and friendly relationships in the same capacity.

Neglect of friendly and comradely relationships affects not only the reputation of the individual, but, ultimately, creates an internal barrier of inability to maintain relationships. As a result, the individual develops a trait such as suspicion in relationships with other people. She focuses her attention on failures in relationships with people, often doubts the sincerity of any relationship, and is overly critical and even negative in assessing the behavior of others. Losing various contacts and relationships due to his suspicion and distrust, such a person isolates himself even more.

Rule 3: strive for a positive solution to the conflict.

The third rule of behavior in conflict is the formulation of a positive solution to an acute situation. This will force the initiator, firstly, to mentally weigh all the pros and cons of the accusation; secondly, calculate the possible consequences of the conflict for relationships; and thirdly, to think for the accused himself about his preferred outcome of the conflict. All together this can: reduce the potential for negative tension of the initiator, expand his understanding of the subject and feasibility of the conflict, and feel like he is in the role of the accused. For example: “I have a really bad headache today, and if possible, speak a little lower.” The initiator seems to find an extraneous reason forcing him to make a claim, which weakens the tension of the situation.

An unobtrusive appeal to well-being also helps to mitigate the conflict, for example, this variant of the initiator’s behavior: “You know, while you talk, I’ll go to the next department on business.”

A positive solution to a marital conflict can proceed like this. The wife, dissatisfied with her husband’s smoking in the room, suggests: “I understand that it’s hard for you to quit smoking, but I can’t stand tobacco smoke well, maybe you’ll smoke in the kitchen? Then the room will maintain clean air, and you will not worsen your comfort.”

To avoid a quarrel in a conflict situation, the accused needs to clarify the subject of the contradictions, localize the causes of discontent and invite the conflict initiator to suggest a positive way out.

Another option for the development of the conflict. In the room, the husband reads or writes, the wife listens to music. “Turn off the radio,” is how he formulates his desired outcome of the situation. This is exactly what he expects and demands; this outcome suits him. But, at the same time, it is unclear whether the music interferes with concentration or is it just a whim of the husband? With the correct tactics of behavior, the “accused” clarifies the subject of a possible conflict: “Does the music bother you at all at the moment or, if it was played quietly, would you be able to continue your activity?”

Rule 4: control your emotions.

The fourth rule of behavior in conflict concerns the emotional side of the dispute. Often, conflicting partners are able to correctly determine the subject of the conflict, treat fairly the rights of the initiator, express their demands, and outline the outcome of the conflict, but the entire tone of the conversation sometimes nullifies these achievements. As a rule, the conflicting parties experience emotional tension at the time of the conflict. Their statements are categorical, categorical, and demanding.

Often the initiator of the conflict begins the “offensive” in a raised voice, without choosing any expressions. Sometimes, in familiar relations at work, rudeness towards each other becomes the norm. And if men tolerate vulgar expressions more easily, then they simply insult women. A natural reaction to any tactless and rude attack from the initiator may be the response of the accused: “Are you, in fact, talking to me in such a tone?” Moreover, such a mistake by the initiator allows the partner to completely avoid the dispute in the most “honest” way”: “I can’t stand rudeness and shouting, once you cool down, then maybe we’ll talk, but maybe not!” And the accused will be right in his own way.

Therefore, the most necessary condition for a dispute or a clash is the most calm and rosy tone of statements, accuracy and thoughtfulness of words. It is necessary to speak in such a way that in the voice and words there is not even a hint of irritation, anger, reproach, or insult to the partner. In a word, the form of the dispute should be “a business conversation between business people.”

It is appropriate, in connection with the tone of the debate, to mention the form of address “You”. In the Russian literary language, in business relations it is customary to address people not as “you”, but as “Vy”. Moreover, it is no coincidence that “You” is written with a capital letter, which indicates a respectful and distant attitude. In general, the form of address “You” carries a large regulatory load in interpersonal relationships. The desire to break social, age, and role barriers in relationships is misinterpreted by people in everyday life, when they, neglecting the remote form of “You,” often find themselves in difficulty. Thus, having broken the distance in official and professional relationships, the boss is surprised when a subordinate behaves “too loosely” in a conflict.

There is a certain selectivity in establishing relationships between “you” and “you”. Persons with good self-control and self-regulation easily, depending on the situation, move from one distance to another. But there are also people who strive in every possible way to reduce the distance in relationships, which supposedly gives them the right to behave “like their own people” in an official setting. In these cases, the distance can be increased unilaterally by switching to “You” in any situation. The distance is also increased by avoiding conversations on any personal topics. Of course, the form of addressing “You” is acceptable in business and official relationships, but it will also look pretentious and even funny in personal and family relationships.

Rule 5: Be tactful in an argument.

And finally, the fifth and most important rule: avoid conflicts that affect an individual’s self-esteem. Complaints about a loud telephone conversation should not be allowed to turn into personal insults. For example: “You don’t just talk loudly, but you are a talker and don’t want to work. You live by the principle “what would you do to do nothing!” Conflicts over trifles, unfortunately, often flare up in transport, when one, unexpected jolt in a crowded carriage is enough for personal insults to rain down. And then the mood is spoiled for a long time, it is transferred to the work environment, to the house - the circle of insults for everyone and everything closes . Often, even adults retain “childish egocentrism,” when any conflicts with any people are perceived as purely personal.

“Children’s egocentrism - infantilism” is especially sensitive to minor troubles. All it takes is a push in transport, a careless word at work or at home - and your pride is hurt, although it may have absolutely nothing to do with it. But the “offended” person is ready to fight back “in full form.” Very easily, each specific offender becomes the embodiment of evil, dissatisfaction with him develops into a generalized assessment of his belonging to a certain gender, age, profession, education, nationality. Thus, an accidental offender - a man - in the eyes of a woman can personify the entire masculine gender (rude, selfish, “ungentlemanly”). A woman who accidentally hurts a man’s pride embodies all women who only exist to annoy men (“All of you...”)

By subject, conflicts can be divided into “business” and “personal”. A business conflict is based on different attitudes towards certain things, third parties, and ways of behavior. He is always specific: “I don’t want you... smoking in the room, dating this guy, playing the tape recorder so loudly, throwing your things around, etc.” In the production sector, a business conflict may begin like this: “You must follow safety rules, otherwise an accident is possible, and you will be a victim or guilty of what may happen,” “You must observe labor discipline.” All business conflicts are based on the principle of obligation, the need to comply with certain rules of business relations.

Personal conflicts are always less specific, and the complaint is directed not at specific behavior, but at the partner’s personality as a whole. An example of family and marital conflicts: “I’m tired of your tediousness. You are so uncollected. You always lie to me. You are a very rude person, etc.” In the business sphere of relations, the initiator of the conflict also gives a generalized assessment of the personality of the culprit: “You are a completely lazy person.” “Your stupidity amazes me.” “You are too talkative to do anything serious and necessary.” As you can see, the person as a whole is being reproached here; behind the personal claims there is the assessment “You (You) are not good.”

Business conflicts are much easier and easier to resolve. But personal ones - only with difficulty. After all, behind personal claims there is a demand that a person completely or partially change his character, temperament, or even needs. Behavioral habits, one way or another, may have a deep, stable foundation. So, if it is possible to partially correct tastes, attachments, habits, then it is impossible to change the basic needs of the individual, his temperament. In a stressful or conflict situation, the natural characteristics of a person will definitely make themselves known. All this, however, does not mean that a personality, once formed, is no longer capable of changing and improving.

Lecture 3 - 4. Conflicts and ways to resolve them

1. The concept of conflict, its essence

2. Ways to resolve conflicts.

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Forms of conflict resolution and opponents' behavior strategies

Behavior Strategies

• Rivalry
• Compromise
• Care
• Concession
• Cooperation

Dynamics of conflict

• Stages of conflict development:
• Development of the pre-conflict situation
• Development of the conflict itself
• Development of the post-conflict situation

Development of the pre-conflict situation

• the emergence of an objective problematic situation of social interaction;
• its awareness by the subjects of problematic interaction;
• attempts to resolve in non-conflict ways;
• the beginning of a pre-conflict situation.

Development of the conflict itself

• incident;
• transition of a pre-conflict situation into an open conflict;
• conflict interaction;
• attempts to end the conflict;
• ending the conflict
• Development of the post-conflict situation
• partial normalization of interaction between parties to the conflict;
• complete normalization of interaction.

Ways to resolve conflicts

Conflict management is the process of purposefully influencing conflict. Conflict management begins from the moment a problem situation arises until the conflict ends. This process includes measures for conflict prevention, diagnosis, forecasting, settlement and, finally, resolution.

A significant part of researchers in the field of conflictology note that conflict management includes the following two main stages:

1. Stage 1 – conflict prevention (consists of symptoms, diagnosis, prediction and prevention);
2. Stage 2 – completion of the conflict, which includes weakening, settlement, resolution, extinguishing, suppression, overcoming, stopping, and eliminating the conflict.

Note 1

Thus, conflict management is the most important management task of any organization. The effectiveness of conflict management largely depends on the level of competence of the organization's management.

Conflict management begins with its prevention, that is, with the creation of conditions that prevent its occurrence. If the onset of a conflict turns out to be inevitable, then conflict management begins with early diagnosis and more accurate forecasting of the prospects for the development of the conflict. As for the procedures for settling and resolving conflicts, they are used with the goal of already completing the conflict interaction.

Subject of the conflict

Disputes between people can occur:

TOP 2 articles that are read along with this

• 1. Interpersonal conflicts
• 2. Political conflict

• because of the territory;
• money;
• authorities;
• because of different values, opinions on this or that issue, including religious ones.

In 2011, France passed a law banning the headscarves worn by Muslims in public places. This caused outrage and protests took place. The conflict continues to this day.

Conflict - stress of inconsistency

And here is our “higher self”. Which is constantly manifested in us. With this wonderful knowledge of who we really are, it comes into dissonance with our ego. And the ego just feels, frankly speaking, not beautiful at all. Not loved, not good, not valuable. Even, on the contrary, sometimes worthless and bad. Inconsistent with some beliefs internalized by the same ego, and so on.

It is precisely this discrepancy between the Truth and the superficial erroneous opinion about oneself that burns with a hot iron. It makes you angry, upset, and crazy. Makes you prove to others that you are actually super. And let your eyes finally open.

But the source of rejection is not in others - they are translators, nothing more. The source of self-acceptance is within yourself. Only by returning the opinion of yourself as a beloved indisputable value, simply by the fact of your birth in this world. A person stops receiving “non-compliance signals” from repeaters. He stops experiencing mental pain from conflict situations.