Test tasks in the discipline "Conflict Management"

All people sooner or later become participants in a conflict. Moreover, they can be its initiators or victims of circumstances. The ability to resolve controversial situations helps a person avoid unnecessary disputes and scandals.

In this article we will look at different types of conflicts, find out the reasons for their occurrence and analyze effective techniques to help prevent them and resolve disagreements. Psychology buffs will find it interesting.

So, here are the types of conflicts.

Attitude to the concept of “conflict”

Most often, conflict is a very negative phenomenon that causes negative emotions. Until recently, it was believed that any kind of conflict does not lead to anything good.

However, modern management representatives are increasingly convinced that certain types of conflicts are very appropriate even in leading companies where employee relations are worthy of the highest marks.

The main thing is to learn how to manage conflict.

What is conflict

There is an idea that conflict is always a negative phenomenon, and the organizations or individuals in which it arises suffer from poor management or self-control, but in fact, many use conflict for their own purposes and thereby try to benefit themselves.

Conflict is a lack of agreement between two or more parties when each party tries to get its point of view or goal accepted and prevents the other party from doing the same.

• A type of social interaction aimed at resolving contradictions;
• Contradictions arise as a result of a clash of different (multidirectional) interests.

The conflict consists of two elements:

1. The subject of the conflict is objectively existing or imaginary interests that serve the main conflict. This is a contradiction, because of which and for the sake of resolving which the parties enter into confrontation.
2. Conflict actions - This is the form and content of interaction between interlocutors, their actions to resolve the conflict, aimed at preventing the opposite party from achieving its goals.

Signs of conflict

Every conflict has its own characteristics. Let's look at the most obvious of them.

1. Bipolarity

Bipolarity (opposition) is usually understood as parallel opposition and interconnectedness, which contains the internal potential of the existing conflict. However, the presence of bipolarity does not indicate any form of disagreement.

1. Activity

Activity here is perceived as struggle. For its appearance, a “push” is needed coming from one of the parties to the conflict.

1. Subjects of the conflict

The subject of the conflict acts as an active party interested in clarifying the relationship. Most often, the subjects of the incident are characterized by conflict thinking.

Two types of conflicts

Based on their impact on the work of a group or organization, conflicts are divided into:

• constructive,
• destructive.

Constructive conflicts are incidents that ultimately lead to positive consequences. Below are their distinguishing features.

• The disagreement is resolved in a manner that is entirely satisfactory to the participants. Each of the parties feels its merit in resolving the conflict that has arisen.
• The joint solution is implemented quickly and easily.
• The participants in the incident find mutual understanding, thanks to which they can avoid similar problems in the future.
• If a disagreement arises between a boss and a subordinate, the latter has the opportunity to express without fear his point of view, which differs from the leader.
• Relations between employees are becoming warmer.
• Both sides look at disagreements as completely normal things.

An example of a constructive conflict: imagine that an ordinary employee cannot find a common language with his boss regarding any issue. After an open conversation, they manage to find a compromise and improve their relationship.

Destructive conflicts are incidents that lead to negative consequences. In such cases, both parties are unable to find any compromise to solve the problem.

Moreover, the parties to the conflict begin to experience hostility towards each other. The consequences of this type of conflict include:

• competitive relationships between subjects;
• reluctance to make contact;
• viewing another object as an enemy, other people's views are wrong, but your own are always correct;
• desire to reduce or stop any joint work with the warring party;
• the belief that winning a dispute is more important than finding common ground;
• pessimism, negative emotions, grumpiness.

There are quite a few examples of destructive conflicts: military confrontations, crimes, fights, etc.

Causes of conflicts psychology

In the history of the study of conflict as a psychological phenomenon, two stages are conventionally distinguished. The first dates back to the twentieth century and continues until the fifties of the last century, and the second - from the late fifties of the last century and continues to this day. The second stage is the psychology of modern conflicts, based on the assertion that any actions of individuals are social, since they are characterized by a close relationship with the social environment.

Conflicts, their provoking factors, forms of manifestation and means of their resolution are understandable solely on the basis of a deep understanding of the nature of society and the individual, the patterns of social interaction and the relationships of individuals.

At the beginning of the last century, the conflict was not singled out as a separate subject of study. The collision was then considered as an integral part of more global concepts (psychoanalytic theory or sociometry). In those days, psychologists were exclusively interested in the consequences of conflicts or a number of reasons that provoke their occurrence. They were not interested in conflict itself as a key element of the study.

At the end of the fifties, the first studies appeared in which the main subject of research became the problem of conflict in psychology.

At the beginning of the twentieth century, among the key areas of psychological research into the conflict process, the following can be distinguished:

— psychoanalytic theory (Z. Freud, E. Fromm, K. Horney);

- ethological (N. Tinbergen, K. Lorenz);

— the concept of group dynamics (K. Levin);

— behavioral (A. Bandura);

- sociometric (D. Moreno).

The psychoanalytic direction is primarily associated with Freud, who created the conceptual theory of human conflict. Freud drew attention to the need to search for factors causing interpersonal conflicts in the unconscious.

K. Horney tried to introduce a social context into the nature of conflicts. She considered the main reason for the confrontations observed between the subject and the environment to be a lack of friendly attitude on the part of relatives, and, first of all, parents. Fromm believed that conflicts arise as a result of the inability to realize personal needs and aspirations in society.

K. Lorenz is considered the founder of the ethological approach to explaining the causes of confrontations. He considered the main reason for the confrontation to be the aggressiveness of the crowd and the individual. In his opinion, the mechanisms for the emergence of aggression in animals and in humans are the same, because aggression is an unchangeable state of a living organism.

K. Levin, in the course of studying the problems of group dynamics, developed the theory of a dynamic behavioral system in which tension increases when the balance between the environment and the individual is disturbed. This tension is expressed in the form of confrontation. For example, the source of confrontation may be the unfavorable management style of the boss.

Followers of the behavioral approach looked for the causes of clashes not only exclusively in innate human qualities, but also in the social environment of individuals, which transforms these qualities.

The founder of the theory of sociometry, J. Moreno, believed that interpersonal conflicts are caused by the state of emotional relationships between subjects, their likes and dislikes towards each other.

The psychology of modern conflicts is based on research conducted in the second half of the last century in the following areas:

— game-theoretic (M. Deutsch);

— concepts of organizational systems (R. Blake);

— theory and practice of the process of introducing negotiations (R. Fischer).

M. Deutsch considered the basis of the conflict to be the incompatibility of the aspirations of the participants in interpersonal relationships.

In the sixties and seventies of the last century, a separate direction began to form in the study of the negotiation process as an integral part of conflict interaction.

B. Hassan, in his work “Constructive Psychology of Conflict,” took a new look at negotiations as a way out of confrontation. He believed that any effective negotiation process is the product of joint research work by all its participants. In his manual “Constructive Psychology of Conflict,” he presented the basic concepts of a constructive approach to conflicts and proposed ways to analyze situations of confrontation. In addition, he outlined various approaches to the negotiation process, to understanding the ways of organizing and conducting negotiations as the main way for opponents to interact to effectively resolve confrontations.

Classification of conflicts by content

According to their content, conflicts are divided into:

• realistic,
• unrealistic.

Realistic conflicts are caused by the non-satisfaction of some demands of the participants or the unfair division of any advantages between them.

Example: An employer illegally refuses to pay wages to its employees, causing outraged employees to demand justice.

Unrealistic conflicts are expressed by overt displays of negative emotions and hostility. In fact, the need for conflict is needed not so much to resolve the problem, but for the sake of the process itself.

Example: killing a person only because he is the culprit of all the troubles in the killer’s life.

Behavior in conflicts

Tactics of behavior in conflict

In any conflict, it is important that the parties obtain the so-called Win/Win position; both sides must win. This can only be achieved by cooperating or compromising on any decision.

Behavior in conflicts

Professional approach to dealing with conflicts

Classification of conflicts by the nature of the participants

There are similar types of conflicts:

1. Intrapersonal.
2. Interpersonal.
3. Conflicts between an individual and a group.
4. Intergroup conflicts.

Let's take a closer look at them.

Intrapersonal conflict occurs when disharmony of various factors of his psychological nature occurs in a person’s mind. This may concern his emotions, feelings, actions, etc.

Example: The head of the family needs to return home after work in a timely manner in order to pay attention to his family. But due to constant delays, a person cannot do this. Intrapersonal conflict here arises due to the discrepancy between his family needs and work.

Interpersonal conflict is considered the most popular type of conflict. An interesting fact is that it can arise for both subjective and objective reasons.

Example: a common cause of this type of conflict is a shortage of any resources (people, money, various goods). For example, one employee believes that he needs something more than his colleagues, while his colleagues think differently.

A conflict between a person and a group arises when one of the team members does not comply with generally accepted rules of behavior in society.

Example: one of the comrades begins to “pull the blanket over himself.” Thus, he demonstrates his superiority over his friends, which can manifest itself in different ways.

Intergroup conflict occurs between groups of individuals belonging to a society or organization. It is curious that at the moment of clarification of relationships, people are able to unite into different close-knit communities.

Example: a conflict may arise between ordinary employees and the company's management due to staff reductions or lower wages.

Causes of conflicts

In total, there are four main groups into which the causes of conflicts are divided:

• Objective reasons
• Organizational and managerial reasons
• Social and psychological reasons
• Personal reasons

Let's talk about each group separately.

1

Objective causes of conflicts

Objective causes of conflicts are the reasons that determine the formation of a pre-conflict situation. In some cases they may be real, and in others they may be imaginary, representing only a reason artificially invented by a person.

The most common objective reasons include the following:

The collision of spiritual and material interests of people that occurs in the process of life in a natural rhythm.

EXAMPLE: Two people are arguing in a store about who will get the product they like, which remains in a single copy.

Insufficiently developed legal norms that regulate conflict resolution of problems.

EXAMPLE: A manager often insults his subordinate. The subordinate, defending his dignity, is forced to resort to conflict behavior. In our time, no effective methods have yet been developed to protect the interests of subordinates from the arbitrariness of managers. The subordinate, of course, can file a complaint with the appropriate authorities, but most likely this will not yield results. Hence it turns out that in such situations, subordinates have to either make concessions or enter into conflict.

Insufficient amount of spiritual and material goods necessary for normal life and activity.

EXAMPLE: Nowadays in society one can observe all sorts of shortages of various goods, which certainly affects both the lives of people and the characteristics of conflicts between them. Several people can apply for the same promising and well-paid position. This contributes to the emergence of conflicts between people, and the objective cause of the conflict here will be the distribution of material resources.

2

Organizational and managerial causes of conflicts

Organizational and managerial reasons are the second group of causes of conflicts. To some extent, these reasons can be called more subjective than objective. Organizational and managerial reasons are interconnected with processes such as the creation of various organizations, groups, teams, as well as with their functioning.

The main organizational and managerial reasons are:

Structural-organizational reasons - their meaning lies in the fact that the structure of the organization does not meet the requirements that the activity in which it is engaged puts forward for it. The structure of the organization should be determined by the tasks that it solves or plans to solve, in other words, the structure must be adapted to them. But the catch is that bringing the structure to meet the tasks is very problematic, which is where conflicts arise.

EXAMPLE: When designing an organization, as well as in forecasting its tasks, mistakes were made; During the course of an organization's activities, the tasks facing it constantly change.

Functional-organizational reasons - as a rule, are caused by a lack of optimality in the connections between the organization and the external environment, various departments of the organization or individual employees.

EXAMPLE: Conflicts may arise due to a discrepancy between the rights of an employee and his responsibilities; discrepancy between wages and the quality and quantity of work done; discrepancy between logistics and the volume and features of the tasks assigned.

Personal-functional reasons - due to insufficient compliance of the employee, based on the professional, moral and other qualities required by the position he occupies.

EXAMPLE: If an employee does not have the qualities required by the organization, conflicting relationships may arise between him and senior management, colleagues, etc., because the mistakes he makes can affect the interests of everyone with whom he interacts.

Situational and managerial reasons are a consequence of mistakes made by managers and their subordinates in the process of tasks assigned to them (managerial, organizational, etc.).

EXAMPLE: If an incorrect management decision is made, a conflict may arise between its executors and authors; Similar situations arise when an employee does not complete the task assigned to him or does it improperly.

3

Social and psychological causes of conflicts

The socio-psychological causes of conflicts are based on the socio-psychological prerequisites inherent in interpersonal relationships. They are also divided into several types:

An unfavorable socio-psychological climate is a situation in which there is no value-orientation unity and a low level of cohesion among people.

EXAMPLE: In an organization or any group of people, a negative atmosphere, depression, negative attitudes of people towards each other, pessimism, aggression, antipathy, etc. prevail.

Anomie of social norms is the inconsistency of social norms accepted in an organization or society. It can give rise to double standards - situations when one person demands from others what he himself does not follow.

EXAMPLE: In an organization there is a person who gets away with everything, while another is required to perform unimaginable tasks and be held accountable for every action.

The discrepancy between social expectations and the implementation of social roles and the fulfillment of functionality appears due to the fact that one person may already have formed expectations, and another person may not even be aware of it.

EXAMPLE: A manager expects a subordinate to perform his duties in a specific way, but has not brought him up to date. The subordinate performs the work as it should happen in his understanding. As a result, the manager’s expectations are not met, which is what causes the conflict.

Generational conflict is usually associated with different behavior patterns of people and differences in their life experiences.

EXAMPLE: An elderly person believes that young people should behave in a certain way, corresponding to the idea that is fixed in his mind. Young people, in turn, behave in a way that is right from their point of view. Conflict may arise as a result of this discrepancy.

Communication barriers - in other words, misunderstanding between people, which can arise either unconsciously, due to the inability to communicate effectively and focusing only on one’s interests, or deliberately, to make it difficult for a partner to communicate.

EXAMPLE: threats, lectures, commands, orders, accusations, humiliation, moralizing, logical arguments, criticism, disagreements, interrogations, clarifications, distractions, deliberate withdrawal from the problem and everything that can disrupt another person’s train of thought and force him to prove his point position.

Territoriality – refers to the field of environmental psychology. Territoriality means the occupation by one person or group of people of a specific space and taking it and everything that is in it under their control.

EXAMPLE: A group of young people comes to the park and wants to take a bench where people are already sitting. They demand to give up their place, which can cause a conflict, because others may not give up their place. Another example would be the introduction of troops into the territory of a country in order to occupy certain positions there, subjugate it to one’s control, and establish one’s own rules.

Presence of a destructive leader in an informal structure - If there is a destructive leader in an informal organization, he, intending to achieve personal goals, may organize a group of people who will obey his instructions, rather than the instructions of the formal leader.

EXAMPLE: You can remember the movie “Lord of the Flies” - according to the plot, the following situation occurred: a group of boys who found themselves on a desert island chose one of the guys as a specific leader. At first, everyone listened to him and followed his orders. However, later one of the guys felt that the leader was behaving ineffectively. Subsequently, he becomes an informal leader and lures the boys to his side, as a result of which the boy, who was the formal leader, loses all authority and power.

Difficulties in the socio-psychological adaptation of new team members arise in many cases when a new person joins an organization, company or any other group of people. In such situations, the stability of the team is disrupted, which makes it susceptible to negative influences both from within and from the outside.

EXAMPLE: A new person comes to the established team of a department of an organization, with his own characteristics and qualities. People begin to take a closer look, adapt, check each other, arrange all kinds of “tests”. In the process of such interaction, conflict situations of various kinds may arise.

Responsive aggression is characteristic mainly of weak and defenseless people. It manifests itself in the fact that a person’s indignation is directed not at its source, but at the people around him: relatives, friends, colleagues, etc.

EXAMPLE: A young man works as a manager in a company. But due to his character and personality traits, everyone makes fun of him, “teasing” him, sometimes not in a very friendly way. But he cannot answer anyone, because... weak by nature. His indignation is sublimated into aggression, which he takes out when he comes home on his relatives - he shouts at them, swears at them, starts quarrels, etc.

Psychological incompatibility is a situation when people are incompatible with each other according to some psychological criteria: character, temperament, etc.

EXAMPLE: Family quarrels and scandals, divorces, domestic violence, negative atmosphere in the team, etc.

4

Personal causes of conflicts

The personal causes of conflicts are closely related to the psychological characteristics of the people involved. As a rule, they are determined by the specifics of the processes occurring in the human psyche during his interaction with the outside world and people around him.

The types of reasons presented include the following:

A person’s assessment of another’s behavior as unacceptable - the nature of each person’s behavior depends on his personal and psychological characteristics, as well as his mental state, attitude towards another person or situation. A person’s behavior and communication can be regarded by a partner either as acceptable and desirable, or as unacceptable and undesirable.

EXAMPLE: Two people met in a new company. One of them is used to communicating in a purely rude manner, which the rest of the company members already treat normally, while for the other such behavior is unacceptable, as a result of which he expresses his indignation about this. People come into confrontation and a conflict situation arises.

Low level of socio-psychological competence - manifests itself in situations where a person is not prepared to act effectively in conflict situations or has no idea that many non-conflict methods can be used to get out of a pre-conflict situation.

EXAMPLE: A fierce argument arises between two men on some sensitive topic. But while one of them can give arguments in his favor and resolve the dispute verbally and without aggression, the other is used to resolving all issues with his fists. As soon as the situation begins to heat up, one resorts to physical contact - a conflict situation arises, although before that it could be characterized as pre-conflict and a lot of ways could be applied to it to get around the “sharp corners”.

Insufficient psychological stability - makes itself felt when a person is not able to adequately respond to the influence of stress factors during social interaction.

EXAMPLE: The cause of the conflict here can even be a banal “crush” in the morning in transport - one person accidentally steps on another’s foot, the second in response begins to be indignant and insult the first.

An insufficiently developed ability to empathize is the cause of conflict when one person is unable to understand the emotional state of another and empathize with him.

EXAMPLE: A wife comes home from work in a dejected state, she is upset about something, upset, she needs to talk it out, share her experiences. The husband does not pay any attention to this, continues to watch TV or read the newspaper. The wife, not feeling any attention, begins to be indignant about this and a family quarrel begins.

Inflated/lowered level of aspirations can cause conflict when a person has inadequate self-esteem or assessment of his own strengths and capabilities.

EXAMPLE: low or high self-esteem, self-confidence, lack of self-confidence, the desire to avoid responsibility, the desire to constantly complain or complain about life, etc.

The causes of conflicts we have considered are the most common in everyday life, but they are not exhaustive. Of primary importance in this matter are the situations that serve as causes for conflicts. In some cases, situations can contribute to their appearance, and in others - contribute to their inhibition.

Now we should move on to a question that concerns an already emerging and developing conflict, namely: consider the stages of its development and dynamics.

Classification of conflicts

Now let's look at the classification of conflicts according to the specifics of the warring parties and the conditions for the development of the conflict.

Similar types of conflicts are divided into:

1. Internal.
2. External.
3. Antagonistic.

Internal conflicts are caused by confrontation between 2 or more subjects in any social group. This type of conflict can be clearly seen in the desire to take a leading position in something.

External conflicts occur during the interaction of opposites related to various objects (a person’s struggle with natural disasters or epidemics).

Antagonistic conflicts occur between social groups and are considered the most severe and long-lasting. These include military clashes, coups d'etat, sports competitions, etc.

However, it is impossible to fully understand the types of conflicts described above without typology, that is, without highlighting the main features of the incident based on definitions of their similarities and differences.

To understand how to resolve or manage the course of a conflict, it is worth finding out its type, variety, area of ​​manifestation, level of tension and number of participants.

Thus, each type of conflict has its own characteristics.

When everyone is ashamed

— If a conflict, for example, a work conflict, has already taken place, how to minimize its consequences?

—As a rule, during a conflict, people say things that they later regret. The ideal option is for everyone to calm down and then just discuss what happened.

It is important to first analyze for yourself what happened. Moreover, it is necessary to get out of the role of a victim, not to say: “It was they who offended me,” but to try to understand what in your behavior people could regard as an attack, learn from it and not repeat it, simply not allowing yourself to be drawn into a conflict, to make yourself out to be sacrifice.

— And when you feel that you are already involved, how can you slow down before the conflict flares up?

— Up to a certain point, the degree of conflict increases, tension increases, and then a leap occurs - and you no longer understand what you are doing. You can't allow yourself to get to this point. If you feel that irritation is growing, you immediately say: “Sorry, I can’t talk right now,” and leave. It is important to leave the scene. And then you need to relieve the tension. What can you do? If it is not possible to stand under a contrast shower, then you can at least put your hands under the tap. And then switch to anything: look at something, listen to music, try to squeeze something, switch to tactile sensations, eat something, try to normalize your breathing, beat a pillow, etc.

When you come to a calm state, you can come back and say: “I’m ready to talk further.”

— In what situations at work or with friends can you express your opinion if it could cause a quarrel, and in what situations should you not do this?

— If it is important for you to express your position, then it should be expressed calmly, kindly, exclusively in “I” statements, without insults. To do this, you first need to calm down again, and then express your position in a reasoned manner.

But it’s not worth cutting the truth. When no one asks you, it is not at all necessary to tell your friend how fat she has become or to inform your employees that your colleague is a swindler and a thief.

Let’s say you have a different view of the situation, and in order not to offend the person, you need to express your proposals as correctly as possible: “We have such a situation, I believe that...” It is advisable to talk about yourself. Like that wife who says to her husband: “I miss you when you come late, I’m so sad without you,” instead of: “What a bastard, he abandoned his family!” It seems like the same thing is said, but at the same time it’s offensive to hear the second, and the first is rather flattering.

— Is it possible to resolve a conflict if you are an outside observer?

— There is a saying: if two fools fight, the third one better stay out, because they will unite and beat him. If, for example, two of your children are fighting, you separate them and take them to their rooms. But if two adults are fighting, who did not call you or ask you, then I think that there is simply no need to interfere.

But it’s worth asking yourself: why do you need to intervene? Maybe you think that you are called to save everyone, especially when you are not asked? Here it is very easy to turn from the role of a rescuer into a victim, falling under the hot hand of those in conflict.

But the only option to resolve the conflict while inside, when you are one of those two who are in conflict, is to take a time out, go out, calm down, wait until the other person calms down and talk.

Types of conflicts by resolution method

Similar types of conflicts are divided into:

1. Violent.
2. Nonviolent.

Violent conflicts are considered disagreements in which the resolution of problems occurs through the destruction of the structures of all subjects of the conflict or the refusal of all subjects, except one, to participate in the conflict. In the end, the side that remains wins. This type of conflict can be clearly seen during an argument or political debate.

Nonviolent conflicts allow the situation to be resolved by finding a compromise. For example, the courier promised to deliver the goods to you within the agreed time frame, but was unable to do this for a number of reasons beyond his control (transport breakdown, weather conditions, injury).

The customer has the right to demand compensation for downtime, but mutual interest prompts them to come to an agreement.

Conflict functions

Every year the classification of conflicts becomes more and more broad. The functions of conflicts can be both positive and negative. The first include the following:

• during the conflict, the problem may be resolved or the contradiction between the parties may end;
• in the process of confrontation, hidden personality traits may appear that others were not previously aware of;
• due to the fact that negative emotions are given vent, tension subsequently weakens;
• conflict is a kind of step to a new stage of interpersonal relationships;
• in the event that an individual defends public opinion during a confrontation, his authority can increase significantly;
• For an individual, participation in a conflict can be useful in terms of finding one’s place in society, as well as self-realization.

The classification of conflicts shows us their prevalence, as well as their inevitability. But, unfortunately, among their functions there are also negative ones:

• creating psychological tension in the team;
• high risk of violence as the controversy escalates;
• stressful situations have a negative impact on health;
• as a result of the conflict, strong interpersonal and other connections may be destroyed;
• decrease in the effectiveness of collective and individual work;
• a habit of quarrels and violence develops.

We can conclude that the conflict cannot be regarded as an exclusively negative or exclusively positive phenomenon. This is a rather multifaceted situation, which, with proper management, can be translated into a constructive direction.

Types of conflicts by area of ​​manifestation

The types of conflicts are determined by the areas of their manifestation, which are based on:

1. Political.
2. Social.
3. Economic.
4. Organizational.

Political conflicts occur during the struggle for power, on a small or large scale. This type of conflict occurs when two or more political alliances confront each other.

Social conflict arises against the background of human disagreements, manifested in different areas: rallies, strikes, armed confrontations.

Economic conflicts occur when contradictions arise in economic terms: the struggle for the division of property, benefits or resources.

Organizational conflicts are considered as a consequence of hierarchical relationships and the regulation of human activity, as well as the application of the principle of distribution of human relationships. This type of conflict includes the implementation of established rules, assigning a number of responsibilities to an employee, etc.

Types of conflicts by direction of impact

Similar types of conflicts are divided into:

1. Vertical.
2. Horizontal.

In vertical conflicts, the amount of actual power decreases along the vertical axis from top to bottom, defining different starting conditions for both sides of the disagreement (clarification of the relationship between a manager and ordinary employees or a teacher and a student).

Horizontal conflicts arise when equal forces take part in an incident: neighbors, military personnel of the same rank, students.

Types of conflicts according to the severity of conflict confrontation

These types of conflicts can be:

1. Hidden.
2. Open.

Hidden conflicts occur when people do not openly dislike each other. Such situations can often be observed when someone is afraid of his opponent, or cannot enter into open confrontation with him. During a hidden conflict, people can discuss some topics, understanding the object of discussion as completely different values. Thus, each of the participants in the hidden disagreement is trying to achieve a specific goal.

In open conflicts, the warring parties do not hide their mutual hostility. They may make trouble, argue, or resort to insults. This type of conflict includes wars, quarrels, and fights.

Tips for Conflict-Free Selling

1. You should see personality and individuality in each client;
2. Try to understand the client's personal needs by asking open-ended questions. For example, “What is important to you when choosing this service or product? What are you paying attention to?” By answering these questions, the client will definitely show his individual needs, without knowing which, you will not be able to convince him of anything;
3. Before you start making a presentation, make sure you have correctly identified the client's needs. To do this, it is enough to clarify or summarize his answers;
4. Don't try to convince a person if you don't understand or know what he really wants to get from the product or service;
5. Don't rush anywhere, be consistent. When interacting with a client, the sale should first of all be in the form of a dialogue. Don't try to tell the client everything you know. You will make a favorable impression only if you listen to the client, understand and tell him what he wants to hear.

If we talk about conflicts that arise in work processes, then try to think and act several steps ahead. The basis of any conflict situation lies in a disagreement of interests. Try to understand what your opponent needs and compare it with your interests.

Thanks to this work done in advance, you can be prepared for the development of any situation and will most likely be able to avoid conflict.

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Types of conflicts depending on violated needs

Similar types of conflicts are divided into:

1. Conflicts of interest.
2. Cognitive conflicts.

Conflicts of interest involve people between whom there are disagreements based on some interests (two children cannot share a toy; spouses, having one tablet or computer in the house, want to use it at the same time).

Cognitive conflicts are conflicts of knowledge or opinions. Often, each side tries to convince its opponent that only his views are the only correct ones: disputes or discussions, during which subjects try to impose their views or ideas on people.

Armed conflicts

An armed conflict, as its name implies, is a confrontation using weapons of one kind or another. They can be of different directions, localization, and also have other differences. The classification of armed conflicts can be presented as follows:

• In accordance with the goals: fair (when the feasibility of using weapons is recognized by international organizations);
• unfair (when weapons are an unnecessary and unjustified measure).

Armed conflicts require, first of all, forecasting, which will make it possible to make timely decisions to prevent or eliminate them.