Interpersonal conflict: an example. types of conflicts. ways to resolve interpersonal conflicts

The emergence of interpersonal conflict as a stage of its development

Conflicts often accompany people, in their minds they are identified with a certain threat, aggression, contradiction, even war, which may arise at a given moment in a society or group.
This gives rise to the idea that any conflict is undesirable and must be prevented. Thus, if conflicts arise in any area, it affects the productivity of a person. For example, if an employee is in a conflict situation, this automatically affects his performance, since he tries to find a way out of the current situation and switches his energy to fighting the conflict, that is, real or imagined obstacles that haunt him. At the same time, he falls into a special psychological state called frustration.

Interpersonal conflicts can arise during direct communication between people, expressing the contradictions that arise between them. For example, if the interests of employers and subordinates do not correspond to each other, a special, tense situation arises between them, during which they cannot satisfy each other’s interests and needs. Due to this, the social connections that have arisen are disrupted, which, in turn, violates the stability of the social system.

However, the conditions for the emergence of interpersonal conflicts are determined, among other things, by individual characteristics. Every organization has employees who have specific characteristics, including psychological ones. For example, many have a high tendency to dominate, compete with each other, strive to gain social recognition and leadership, and earn authority. Such people tend to subjectively evaluate the actions of others.

For example, a salesperson, finding himself in a conflict situation, finds himself under strong emotional stress and strives to find a way out of it, experiencing a nervous breakdown, anxiety, and stress. He switches his activities to fighting the conflict, even if it is imaginary. This is how frustration manifests itself. A person strives by any means to win his case, to take revenge on the person who caused the conflict, in an active or passive form.

Conflicts between an individual and a group arise when an individual takes a position that differs for some reason from the position of the group. For example, an employer takes disciplinary action against its employees, in which case the group may change its attitude towards him and reduce performance in response to the measures taken.

According to the degree of openness, interpersonal conflicts are divided into several categories: open, hidden and potential

• The first group is pronounced clashes, accompanied by quarrels, disputes, etc.
• The second group does not involve strong expression; indirect methods of interaction are often used. This position is typical of individuals when they do not have the strength and resources to conduct an open struggle.
• The third group assumes the presence of a conflict situation, but there is no clash between people. There is only open confrontation, the events of which develop slowly until one of the parties to the conflict initiates an open clash.

Figure 2. Structure of interpersonal conflicts. Author24 - online exchange of student work

Method of resolving conflicts

The methods that are used to resolve conflict confrontations are a reflection of the intentions of rivals and their actions in a difficult situation:

• Offensive. Application of force. Here the winner is the one who, using his own interests, tries to impose them on a competitor. To achieve the goal, moral pressure, an attempt to manipulate and cunning are used.
• Care. The conflict remains unresolved, but the boiling point is lowered by boycotting or changing attitudes towards controversial issues. Or there is a departure from one’s interests in order to preserve the relationship.
• Compromise. Finding a suitable way out of the situation through discussion and obtaining a mutually beneficial result.

To eliminate conflicts in interpersonal relationships, a preliminary assessment of each tense situation that arises and a timely response to it is necessary. To manage conflict situations, you should try to identify the causes and motives of the conflict in order to find ways to eliminate them.

An important point is the invited mediator. A group of people or one person who enjoys the trust of all participants in the confrontation. The mediator's decision is binding on all competitors.

The foundation of any conflict is a situation in which conflicting positions, goals and means to achieve results are identified. A conflict begins to unfold when one side becomes active, affecting the interests of the other. And if the offended party begins to react, then the potential conflict becomes topical.

Causes and prerequisites for the emergence of interpersonal conflicts in an organization

When characterizing the interpersonal conflicts that develop in an organization, it seems appropriate to analyze the issue of those causes and prerequisites that contribute to their emergence and development in the conditions of the work collective.

Thus, in general terms, the relevant reasons are divided into objective and subjective. The first of these categories includes the circumstances and features of the interaction of people in a team that exist in objective reality, leading to open opposition and collision of their ideas, interests and needs.

In turn, subjective reasons are factors associated with the individual psychological characteristics of opponents, as a result of which they choose a conflict method for resolving a particular situation that arises in the process of joint work.

Finally, speaking about the prerequisites for interpersonal conflicts in an organization, we note that the following are generally considered to be among these in the specialized literature:

• Imperfect organization of the labor process, poor working conditions, lack of tools to stimulate self-development and improve the quality of activities;
• Ineffective and irrational management decisions;
• The impossibility of fulfilling the requirements imposed on employees by management, which leads to a decrease in motivation for effective work;
• General unfavorable psycho-emotional situation in the work team, etc.

Spheres of Manifestation

Areas of manifestation of conflicts are most often divided into 3 areas: family, work team and society .

In a family, conflicts occur along the lines of spouse-husband, spouse-children, spouse-relatives. Possibly defiant behavior by one of the parties.

Often in family conflicts there is a material side and mutual reproaches for lack of funds. Restriction of freedom, jealousy, and attempts to control one of the spouses may also arise. There may be sexual problems in relationships with spouses.

In work teams, conflicts occur along the lines of superior-subordinate, employee-employee, worker, non-worker.

Conflicts may arise due to disagreement in the distribution of resources and responsibilities.

There is also a psychological side , where an employee or boss figures out interpersonal relationships, culture of behavior, and etiquette.

In society, conflicts most often arise along the lines of person-person, person-society. The most common reason is insufficient culture of behavior of individuals.

Classification of conflicts by impact on the activities of a group or organization

In terms of their impact on the activities of a group or organization, conflicts can be constructive or destructive.

Constructive (functional) conflicts are conflicts that lead to the adoption of informed decisions and contribute to the development of relations between the subjects of the conflict. As a rule, the following several functional consequences of conflicts are identified:

• The conflict is resolved in a way that suits all parties to the conflict; each party feels involved in resolving the problem;
• A decision made jointly is implemented as quickly and easily as possible;
• The parties involved in the conflict master the skill of effective cooperation when resolving problematic issues;
• If a conflict has arisen between subordinates and managers, then the practice of conflict resolution makes it possible to destroy the “submissive syndrome”, when a person occupying a lower position has a fear of expressing his point of view if it differs from that of people with a higher status;
• Relationships between people become better;
• Participants in the conflict no longer view disagreements as something negative and leading to negative consequences.

EXAMPLE: An excellent example of constructive conflict is a common work situation: a manager and a subordinate cannot come to an agreement on any issue regarding their joint activities. After a conversation and each participant expressing their opinion, a compromise is found, and the manager and subordinate find a common language, and their relationship acquires a positive tone.

Destructive (dysfunctional) conflicts are conflicts that impede the making of competent decisions and effective interaction between the subjects of the conflict. The dysfunctional consequences of conflicts are the following:

• Competitive, adversarial relationships between people;
• Lack of desire for positive relationships and cooperation;
• Perception of the opponent as an enemy, his position - exclusively as incorrect, and one’s own - exclusively as correct;
• The desire to reduce and even completely stop any interaction with the opponent’s side;
• The belief that winning a conflict is more important than finding a common solution;
• Bad mood, negative emotions, feeling of dissatisfaction.

EXAMPLE: Examples of unconstructive conflict include war, any manifestations of physical violence, family quarrels, etc.

Types of intergroup conflicts

Any social collective or group is a complex socio-psychological formation. A formal system and an informal model of relationships can function simultaneously in a group. In turn, informal interaction in a team contains a system of value-normative significances, a status-role structure and a complex system of interpersonal preferences and relationships.

Therefore, the concept of intergroup conflict implies a complex system of interaction, which is observed both between large groups and between small groups within one unit or individuals representing the interests of their groups.

The psychology of intergroup conflicts depends on the size of the group, its cohesion, unity, organization, the scope of confrontation, and its subject. Therefore, today it is difficult to identify a single way of systematizing conflicts.

For an intergroup clash, the following two criteria for their classification seem to be the most rational and elementary: according to the subjects of interaction and according to the object of confrontation, since any confrontation, including that arising between groups, is, first of all, an interaction between opposing parties. And any social interaction is differentiated in the social sciences precisely by who enters into the relationship (the subject) and about what this relationship arises (the object).

In turn, intergroup confrontations by subject are divided into: national and territorial conflicts, class and estate conflicts, professional conflicts, generational conflicts, tribal conflicts, etc.

According to the object of confrontation, they can be of a socio-economic nature, political-legal and spiritual-ideological orientation.

Also, intergroup confrontations can be classified according to the degree of severity, level of awareness, content of goals, outcome for each party involved, degree of homogeneity of participants, etc.

The main causes of interpersonal conflicts

1. Dissatisfaction with material and spiritual benefits
   . If a person lacks the necessary resources in quantitative or qualitative terms, he tries to make up for them in another way, where there is a high risk of developing interpersonal conflict.
2. Mutual interests
   . In a group where the goals of the participants converge, but the methods of achieving the task have some differences, a number of confrontations may arise. The person is unable to fulfill some of his needs in work or personal relationships. This should include conflict situations at work, problems with subordination of subordinates and mentors, family disagreements, and family quarrels.
3. Individual interests
   . Opponents have personal goals, the fulfillment of one of them excludes the other. The developing conflict raises the question of the differences that exist at the moment and requires a compromise solution.
4. Value features of the issue
   . This type of confrontation is based on dissimilar motivational approaches to the same issue due to different psychological attitudes and priorities.
5. Course of action
   . Develops due to the absence of stereotypes and manners of certain behavior in one of the opponents. This may be due to lack of experience or inability to perform the necessary actions. Often causes conflicts at work or school.
6. Communication
   . Inconsistency between the communication abilities of one person and another, non-compliance with the rules of dialogue, subordination and tact.
7. Character
   . The cause of the conflict is specific personal characteristics that the other individual dislikes.

Intrapersonal conflict

Causes of intrapersonal conflict

Such a conflict occurs with the participation of one person, in his inner world. Such a conflict can arise if there is some kind of contradiction between goals, motives, and desires. in which the achievement of some goals implies the abandonment of others.

A man wakes up early in the morning by an alarm clock. Intellectually, he understands that he needs to go to work, because things are waiting, because if he doesn’t work, he won’t get money, and if he doesn’t get money, then he won’t have anything to live on. At the same time, a former classmate came to see him in the evening, with whom they reverently reminisced about their irretrievably lost youth until four in the morning. A person has no desire to get up and go somewhere, but there is a conscious need that he still needs to get up and go. Regardless of what this sufferer decides for himself, we see a clear example of intrapersonal conflict. There is a desire, there is a need, and one of these two problems, by its solution, excludes the solution of the other.

If we talk about the causes of intrapersonal conflicts within the framework of the labor process, then they can arise in the case when a manager views the process of monitoring and managing subordinates as an unbearable burden, a burden of power. It can also arise if decisive forceful actions are required from the leader, but due to his personal moral principles he resists the directive, authoritarian style of leadership. Remember L. Filatov's fairy tale about Fedot the Archer?

I would like to give you four or five whips, so that you don’t mock serious people. But since from time immemorial I “Honor order and law”...

This BUT is the cause of intrapersonal conflict. The leader understands that the situation requires toughness, but is internally against forceful methods. So he struggles, and as a result he loses control over the situation.

At a lower level, the cause of intrapersonal conflict may be a discrepancy between the requirements of the boss or objective production requirements and the personal needs and values ​​of the employee. Imagine, for example, a priest working in a brothel. You can not? And rightly so, because he will not be able to work there, since his personal principles will not allow it.

The reason may also be functional overload or, conversely, unloaded working time. A conscientious employee who, in his opinion, does not have the amount of work he needs and has an unreasonably large amount of free time can easily begin to torment himself with the question: “What do I get money for?”

It is also possible that several of the boss’s demands may seem contradictory to the employee. And again we have an intrapersonal conflict.

A particularly pressing cause of intrapersonal conflict for women is the inability to reconcile their work and career goals with the tasks dictated by family and raising children.

Approaches to Understanding Interpersonal Conflict

Definition 1

In modern psychological literature, interpersonal conflict is understood as an open clash between individuals caused by incompatibility, inconsistency of their goals at a specific time period in a specific situation; a situation based on a contradiction perceived by opponents as a significant psychological problem that provokes the activity of the parties and requires resolution.

The object of the conflict is what the opponents claim, what they are fighting for. The subject of interpersonal conflict is the emergence of opposing interests, views, opinions and the contradiction caused by them.

Methods of resolution and principles of overcoming

As famous psychologists said, “We fish with a worm, although we ourselves love strawberries.” In order for the opposite side of the conflict to resolve it , you need to give it what it wants, and at the same time, promote your point of view.

One of the principles of overcoming interpersonal conflict is not personal communication, but correspondence; fortunately, modern means of communication allow this to be done. Offer more and listen more. Try to ask your partner questions about how he sees a way out of the conflict.

If you prove your partner’s arguments wrong, your conflict may develop from a business conflict into a psychological one. The person will simply refuse to accept that you are right; he will defend his point of view out of principle, even realizing that he is wrong.

How to change your character? You will find recommendations from psychologists on our website.

What is conflictology?

Conflictology is a discipline that studies the patterns of processes such as the emergence, development, resolution and completion of conflict.

One of the people who laid the foundations of the general theory of conflict was Karl Marx. He developed the doctrine of contradiction and developed a model of social change. After him, the foundations of the doctrine of conflict were formulated by the American sociologist Jonathan Turner. In addition, the American sociologist Lewis Coser and the German sociologist and philosopher Georg Simmel made a huge contribution to the development of conflictology science. If we study other sources, we can conclude that mainly sociologists, psychologists and political scientists took part in the development of conflictology in general, both in our country and abroad.

However, several significant circumstances allow us to draw a line between domestic and foreign conflictology:

• Abroad, attempts to create a theory of conflict were made back in the 19th century.
• Abroad, more approaches are used to study conflicts
• Abroad, conflictology is taught at the largest universities
• Bachelor's and Master's degrees in conflict management are available abroad
• Abroad, conflictology is a science, mainly of an applied nature.

As for domestic conflictology, the first publications on this topic appeared only in the 20s of the 20th century (the first work dates back to 1924; its authors are M. I. Mogilevsky and P. O. Griffin). In these works, the problem of conflicts was first identified as an independent one, and the term “conflict” already appears in the titles themselves. And as a separate science, conflictology took shape in Russia in the early 90s. At present, Russian researchers are paying more and more attention to conflictology and the problem of conflict.

Now the time has come to say a few words about the central concept of conflictology - conflict.

Conflict in its general understanding is the most acute way to resolve contradictions in views, goals, and interests that arise during social interaction. The essence of the conflict lies in the confrontation between its participants, accompanied by negative emotions. Often this confrontation goes beyond social norms and rules.

But conflictology distinguishes between two main types of conflicts - social conflict and intrapersonal conflict.

Social conflict is the most acute way of developing and resolving contradictions that are important for people that arise during their interaction. The essence of such a conflict is similar to the essence expressed in the above definition of conflict.

Intrapersonal conflict is an acute negative experience caused by a long-term struggle of the internal psychological structures of the individual, reflecting the contradictory connections of a person with the social environment, and also complicating and delaying decision-making.

The ability to recognize and prevent the occurrence of conflict, as well as to manage and neutralize it, opens up enormous opportunities for a person. It allows any person not only to effectively resolve problematic situations and successfully get out of difficult situations associated with conflicts, but also to anticipate potentially dangerous situations and take appropriate actions to suppress them. By and large, such a skill can make a person’s life more harmonious, painted in brighter colors and filled with predominantly positive emotions. Of course, we should not idealize, but if all people on the planet applied the principles of effective conflict prevention and resolution in their lives, then, for sure, there would be less disagreement, hatred, and wars in the world.

Here is a simple example at the everyday level: if, for example, two family members do not know conflict resolution skills, then if a dispute, misunderstanding, or disagreement arises, the situation with a high degree of probability can develop into a serious family scandal, the result of which can simply be negative emotions of people towards to each other, and complete discord and even a break in family relationships. But when at least one person has the skills of conflict management, he is able, firstly, to prevent the situation from getting out of control and leading to devastating consequences, and secondly, to make sure that it does not appear at all, because he can recognize it before it even appears. And this can be applied not only to the area of ​​family relationships, but also to any other.

Kinds

There are several types of conflicts. Each of them has its own characteristics and consequences.

Motivational

This group includes confrontations that affect interests. For example, a husband and wife have different views on creating a common budget.

Disputes may also concern who will watch TV.

In severe cases, this type of conflict leads to separation. Its main symptom is the reluctance to make concessions and the desire to defend one’s interests at all costs.

Cognitive

It begins when the sphere of values ​​is affected. Different views on life do not always lead to conflicts.

Important! Problems begin when one person decides to infringe on the values ​​of another.

For example, a husband and wife do not have the same views on family life. The husband sees himself as the head of the family, and the wife at this time wants to build a career. If they start forcing each other to change their beliefs, then conflict is inevitable.

Role-playing

Occurs when a person violates accepted standards of decency. For example, rules of behavior may be established in a team. If an individual begins to consciously violate them, this will lead to confrontation.

Managing Emotions

When you are overwhelmed with emotions, it is better to restrain them rather than be led by them. If they do come out, let go of your fears and resentments. Have your say. If awkwardness appears after an emotional outburst, then it is better to leave. But this does not mean that admitting defeat is just a reason to continue to establish dialogue. A creative and flexible view of the situation is one of the methods of managing a collision.

When the conflict situation subsides, then when leaving it, ask for forgiveness. It will help restore relationships and extinguish negative emotions. Words that correctly reflect the situation will not humiliate you or your partner. When joint actions have not resolved the conflict situation, all that remains is to move on to independent actions.

In order to effectively manage and maneuver in controversial situations, you need to develop understanding. This will allow you to think and discuss problems more constructively. But only if a person lives in the present, is calm and knows how to clearly respond to changing situations. You can learn to manage conflict only with personal experience and constant internal growth.

Conflict management

You can try to avoid a sudden conflict.

If it cannot be avoided, it must be met calmly and strive to be resolved to the satisfaction of all conflicting parties. You need to prepare to resolve a conflict situation. Define your goal. What would you like? If you resolve a conflict through negotiations, choose a time and place that is convenient for both parties.

To properly manage an 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 state your interests, ask your opponent if he wants to work on resolving the conflict

Calmly state your interests and ask your opponent if he wants to work on resolving the conflict.

If he doesn’t want to, then how does he see the solution to the problem. Offer different options. If they are not accepted, work through the conflict yourself.

If the enemy is ready to resolve the conflict, understand your state: what you are feeling now and whose side you are taking at this moment - yours or your enemy partner.

Seek understanding, not victory. Calmly discuss the reasons that caused the conflict.

Figure out 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 find out what the other person 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 capabilities of both parties and does not contribute to resolving the conflict.

Watch what you say:

Use words that “lift” a person rather than “bring him down.” Ask yourself if what you are saying now is true, are you exaggerating? Do not use the words “always” and “never”. Be truthful and do it with kindness. Sometimes it is better to remain silent.

Attack the problem, not the person.

• Talk about specific things, don't generalize.
• Solve the main issues, don't get caught up in 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 of anything. 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 correctly. 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 you suppress. Why? Communicating your experiences 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.

When is it better to avoid conflict situations?

If the prerequisites for a controversial situation to arise, it is worth thinking about whether it is really necessary to go into conflict in interpersonal relationships? Briefly: if your own benefit is not affected and it is difficult to prove that you are right, then there is no point in starting to argue. You should not argue with a person if it is clear that his mental potential is inferior to yours. "Don't argue with a fool." It is useless to prove anything to such a person.

Before entering into conflict, you should think about what you will get in the end? How does conflict occur in interpersonal relationships? What consequences can it lead to and what will it result in? And will you be able to defend your position and point of view? Therefore, it is worth bringing the emotional outburst back to normal and, with calm thoughts and a sober approach to assessing the current situation.

The conflict involves people who simply need a correct understanding of each other. But they are hampered by a lack of trust in each other. Therefore, it is so necessary to create an atmosphere of fruitful communication. And it is useful to adopt this law of communication: competition leads to the birth of competition. The method of managing and completing collisions comes down to following some rules.

Identifying the problem. An attempt to find a solution mutually acceptable to the conflicting participants. Listen to the parties, paying attention to what is said, and not focusing on personal characteristics. Clarify the correctness of the understanding of what the interlocutor said. Convey to the other side in paraphrased form the meaning of the information heard. When receiving information, do not interrupt the speaker, exclude criticism and recommendations. Clarify the information received, its accuracy and do not proceed to new messages. It is important to maintain a trusting atmosphere and sincerity. Actively involve nonverbal communication: eye contact, nodding your head as a sign of approval.

Ways to get out of a conflict situation

The most successful way out of a conflict situation is to find a compromise between the warring parties. In this case, the parties make a decision that suits all parties to the dispute. There are no remaining agreements or misunderstandings between the conflicting parties.

However, not in all cases it is possible to reach a compromise. Very often the outcome of a conflict is coercion. This option for resolving the conflict is most typical if one of the participants occupies a dominant position. For example, a leader forces a subordinate to do as he pleases, or a parent tells his child to do as he sees fit.

To prevent the conflict from gaining momentum, you can try to smooth it out. In this case, the person who is accused of something agrees with the reproaches and claims, and tries to explain the reason for his actions and actions. Using this method of getting out of a dispute does not mean that the essence of the conflict is understood and the mistakes are realized. It’s just that at the moment the accused does not want to enter into conflict.

Admitting your mistakes and repenting for what you have done is another way to resolve interpersonal conflict. An example of such a situation: a child regrets that he did not prepare his homework and received a bad grade, and promises his parents to continue to do his homework.

Ways to resolve interpersonal conflicts

Resolution of any conflict is possible thanks to one of the following strategies of the participants:

Evasion and avoidance. The method presupposes the absence of both concessions and insistence on being right. Doesn't help resolve the situation well. Aggressive interpersonal methods of conflict resolution are coercive and confrontational. When used, the defeated party will feel dissatisfied after the conflict subsides. Smoothing and compliance

In such a situation, it is important for partners to preserve the existing relationship to the detriment of a real solution to the problem. Compromise or cooperation. This is the most optimal option for interaction, in which the parties try to find a way out through mutual concessions. The solution to the problem is an ideal scenario that does not involve sacrifices on the part of all participants

Rarely occurs in real life.

How conflict starts

Any conflicts in interpersonal relationships are formed and go through certain phases and periods with their own scale of intensity, duration and consequences.

• Hidden phase. It is this that serves as the basis for the emergence of confrontation, and manifests itself when an individual feels dissatisfied. For example, the official position held, the level of salary, one’s own correct assessment of one’s colleagues. When internal discontent is not overcome, it moves to the next stage.
• Tension phase. This is the conflict coming out and the formation of all participants in the confrontation. But in this period there is still an opportunity to extinguish or seriously intensify the confrontation.
• The phase of confrontation between participants. There is an intensification of contradictions. And actions provoking a clash are carried out.
• Ending phase. The conflict ends if the parties manage to come to a common decision. Or it is preserved due to the reduction of tension. It is also possible that the relations between the participants will break and other prerequisites for confrontation at another level may arise.

Coping with stress

Stress is one of the main catalysts for conflict, so working to minimize it can significantly improve the atmosphere in the team. There are many known ways to relieve stress; methods for overcoming it have long been studied and have proven themselves to be excellent. This, in turn, makes it possible to consider various options that take into account the personal qualities of each person.

In order to maintain a high level of stress resistance, you should lead a healthy and sporty lifestyle. Don’t forget about your body after physical and mental stress and restore it, try to prevent stressful situations from occurring.

In this way, a healthy psyche is maintained for living in a social environment. Fresh air, exercise, good sleep, proper organization of the workspace, useful literature, balanced nutrition - all this plays an important role in strengthening and maintaining a healthy lifestyle. A good attitude in life helps a person not to cave in under the pressure of stressful situations, and also to react less painfully to conflict situations and find the right ways to resolve them.

Important signs

Not every confrontation can be considered something serious. A conflict situation has three main characteristics:

1. Difference in views on one problem;
2. Activity on each side;
3. Reluctance of people to look for a solution to the situation.

Stages of conflict - a brief description of the main stages in psychology.
Either two or several people can participate in a conflict. Everyone will defend their position and point of view. Often the process of confrontation is associated with high emotional intensity.

Important! In psychology, it is generally accepted that conflict is always conscious. Each participant understands well what he is doing and why. Therefore, such situations do not arise on their own. Conflicts arise in any environment and at all social levels.

An experienced specialist will easily give a brief forecast of the outcome of the confrontation, because this phenomenon has already been well studied in psychology.

Coordinating a conflict situation

Every clash that could turn into confrontation can be extinguished. If it is no longer possible to stop, then you should treat it as evenly as possible and try to come to a denominator that satisfies both opponents.

When starting to resolve tensions, it is necessary to do preparatory work and identify your tasks. When you plan to resolve the situation through negotiations, you should choose the right time for the meeting.

For sound conflict management, it is necessary not to forget about your interests and understand the benefits of your opponent. During the meeting, calmly voice your interests and clarify whether your opponent is ready to make efforts to resolve the conflict. Offer several options. And if they deviate, then you will have to work on resolving the confrontation on your own.

When the conflicting party is ready to resolve everything peacefully, decide which side you are on, yours or your opponent’s. The main thing is to understand, and not to win at any cost.

The reasons that caused the clash should be calmly discussed and identified what led to the conflict:

By offering the best, there is no need to blame and attack. When defending your judgment, you should not put pressure on your opponent

Pressure is not the right behavior; it only leads to limiting the capabilities of those in conflict. It is important to watch your speech. And do not use words that humiliate a person. Avoid using the words “never” and “no way”

And remember the proverb “the word is silver, but silence is gold.” Sometimes it’s easier to leave things unsaid than to launch into a tirade that could escalate the conflict. When discussing a situation, there is no need to attack a person. You need to talk about the problem, not about personality traits. Do not cling to trifles, but solve the main issues. It is better to express your thoughts and feelings openly. Honesty and sincerity will enable your opponent to better understand and, perhaps, accept your point of view. Tell us what worries and worries you. Voiced concern is one of the stages of defending your views.

Cooperation in conflict situations

• Conflict avoidance is a response to tension that has arisen, which manifests itself in the desire to leave or not notice provocations. Here one can see the lack of desire to insist on one’s own in order to satisfy one’s interests.
• Competition. This is the desire to dominate the final result.
• Adaptation is an admission of defeat to the detriment of one’s own interests.
• Cooperation is the satisfaction of the interests of each conflicting party.
• A compromise solution is partial satisfaction of one’s own interests in exchange for satisfaction of the interests of the enemy.

Classification of conflicts

Constructive (functional) conflicts

lead to informed decision making and promote relationship development.

The following main functional

consequences of conflicts for the organization:

1. The problem is solved in a way that suits all parties, and everyone feels involved in its solution.
2. A jointly made decision is implemented faster and better.
3. The parties gain experience in cooperation in resolving controversial issues.
4. The practice of resolving conflicts between a manager and subordinates destroys the so-called “submission syndrome” - the fear of openly expressing one’s opinion that differs from the opinion of one’s seniors.
5. Relationships between people improve.
6. People stop viewing the presence of disagreements as an “evil” that always leads to bad consequences.

Destructive (dysfunctional) conflicts

hinder effective interaction and decision making.

Major dysfunctional

the consequences of conflicts are:

1. Unproductive, competitive relationships between people.
2. Lack of desire for cooperation and good relationships.
3. The idea of ​​the opponent as an “enemy”, his position as only negative, and his position as exclusively positive.
4. Reducing or completely stopping interaction with the opposite party.
5. The belief that “winning” a conflict is more important than solving the real problem.
6. Feeling resentful, dissatisfied, bad mood.

Realistic conflicts

are caused by the failure to satisfy certain demands of the participants or the unfair, in the opinion of one or both parties, distribution of any advantages between them.

Unrealistic conflicts

have as their goal the open expression of accumulated negative emotions, grievances, and hostility, that is, acute conflict interaction here becomes not a means of achieving a specific result, but an end in itself.

Intrapersonal conflict

occurs when there is no agreement between various psychological factors of the individual’s inner world: needs, motives, values, feelings, etc. Such conflicts associated with work in an organization can take various forms, but most often it is a role conflict, when different A person's roles place different demands on him. For example, being a good family man (the role of father, mother, wife, husband, etc.), a person should spend evenings at home, and his position as a manager may oblige him to stay late at work. Here the cause of the conflict is the mismatch between personal needs and production requirements.

Interpersonal conflict

- This is the most common type of conflict. It manifests itself in different ways in organizations. However, the cause of the conflict is not only differences in the characters, views, and behavior patterns of people (that is, subjective reasons); most often, such conflicts are based on objective reasons. Most often, this is a struggle for limited resources (materials, equipment, production space, labor, etc.). Everyone believes that it is he, and not someone else, who needs resources. Conflicts also arise between a manager and a subordinate, for example, when a 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.

Conflict between individual and group

occurs when one of the members of the organization violates the norms of behavior or communication that have developed in informal groups. This type also includes conflicts between the group and the leader, which are most difficult with an authoritarian leadership style.

Intergroup conflict

is a conflict between the formal and (or) informal groups that make up the organization. For example, between the administration and ordinary employees, between employees of various departments, between the administration and the trade union.

Social conflict

- this is the emergence of a contradiction between any components of the social structure (people, social groups) or a clash due to the similarity of the desire to possess something valuable for the conflicting parties. Subjects of the conflict (participants): Instigators.

Types of conflicts

All people are unique individuals with their own beliefs, interests, and needs. That is why human relationships are so complex and multifaceted. Conflicts in society are almost inevitable. They manifest themselves in various fields of activity, personal, business and social relationships, politics, and economics.

The literature gives different definitions of a social phenomenon with an emphasis on contradictions. That is, a conflict is an acute manifestation of objective or subjective contradictions based on divergent views, inconsistency of judgments, interests in the process of social interaction.

Conflicts are usually perceived as an undesirable phenomenon and associated with negative emotions, disputes, aggression, and hostility of opposing parties. The notion has taken root that they should be avoided or resolved immediately.

Negative conflicts

Important! All types of conflicts in modern psychology are considered not only in a negative, but also in a positive way, as a generator of new ideas, a way of developing an individual, group, or organization. A universal scheme for describing the conflict has not yet been developed

There are some disagreements in the created conceptual groups. To facilitate the classification of a complex social phenomenon, supporting concepts and basic characteristics are introduced

A universal scheme for describing the conflict has not yet been developed. There are some disagreements in the created conceptual groups. To facilitate the classification of a complex social phenomenon, supporting concepts and basic characteristics are introduced.

Structure of the conflict:

• the object is the problem itself of the dispute that has arisen (resources, statuses, spiritual values);
• subjects – direct participants (individuals, groups, organizations);
• conditions – (family disputes, business environment);
• scale (interpersonal, regional, local);
• behavior strategies;
• final results.

Sometimes parties to a conflict are outsiders, who may be instigators, leaders, or accidentally involved people.

In a conflict, four stages of its development can be distinguished:

• the process of forming a conflict situation;
• identification and awareness of contradictions;
• choice of behavior tactics;
• permission.

To manage a conflict, a targeted influence on its development is required. This is possible by determining the cause of the disagreement, the features and the method of resolution. All efforts are directed toward achieving compatible goals.

Conflict management

For a correct understanding of the essence, features, functions and consequences, the main types of conflicts are distinguished.

For reasons:

• difference in goals and vision of what is desired;
• lack of resources;
• differences in views and thoughts on the issue raised;
• features of mental development, differences in feelings and emotions that irritate the participants.

By resolution method:

• antagonistic;
• compromise.

By areas of manifestation:

• social;
• foreign policy;
• economic;
• organizational;
• ethnic.

Political conflicts

By duration:

• short-term;
• protracted.

In the direction of influence:

• vertical - opposite sides are at different levels of the hierarchical system;
• horizontal – occur between subjects of the same level;
• mixed.

Depending on the number of participants, conflicts in society and their types are divided into:

1. Intrapersonal - occur within one individual, often due to a discrepancy between a person’s actions and his internal attitudes. Accompanied by psychological stress and negative emotions.
2. Interpersonal – the most common. A clash of goals, values, and behavior of two or more opponents in the process of social communication.
3. Intergroup. Confrontation between groups on a professional or emotional basis can lead to intra-organizational conflict.
4. Between the individual and the group. They arise when a new person in a team does not accept the terms of communication.

Interpersonal conflicts

Different types of conflict situations for various reasons can arise in the sphere of trade and services, structural divisions, and social institutions. There are innovative conflicts related to the development of certain organizations.

Examples of conflict situations

In society

Social conflicts are best resolved using constructive methods.

For example, neighbors of an apartment building may enter into a conflict caused by the distribution of parking spaces in the courtyard area.

Some neighbors will insist on clear markings, according to which each car is assigned a specific parking space. Other residents will advocate for the possibility of free placement of cars.

In this situation, the most effective methods of resolving a dispute will be to build a dialogue and jointly resolve the situation through compromise.

Residents just need to organize a meeting and decide that part of the area in the yard is allocated for individual parking, and the other part remains for supporters of free parking.

Between employees

Disputes in the field of management are best resolved using structural methods.

For example, employees of the same team may come into conflict due to their inability to work together in the same direction.

Each person defines for himself a range of responsibilities that is not approved by his colleague. The result is the emergence of a conflict situation and ineffective teamwork.

The manager of the employees involved in the dispute needs to apply methods of clarifying requirements, setting goals and assigning rewards.

Each employee will be explained the principle of his work and a clear range of job responsibilities. Colleagues will be given joint goals, upon achieving which they will receive the promised reward (bonus, promotion, etc.).

How to resolve conflicts correctly? Find out from the video:

How does personality conflict manifest itself?

Psychological science identifies four main types of indicators of intrapersonal conflict. They relate to the emotional sphere, the cognitive sphere, the behavioral sphere, and the fourth type is integral indicators.

Emotional sphere. In the emotional sphere, intrapersonal conflict manifests itself through serious negative experiences and psycho-emotional stress.

EXAMPLE: Depression, stress, apathy, loss of interest in life, etc.

Cognitive sphere. In the cognitive sphere, intrapersonal conflict manifests itself through disturbances in a person’s perception of himself.

EXAMPLE: Decreased self-esteem, difficulties in choosing and making decisions, doubts about one’s motives, aspirations and principles, inconsistency of one’s own image, etc.

Behavioral area. In the behavioral sphere, intrapersonal conflict manifests itself through negative changes in human behavior.

EXAMPLE: Negative background of communication, decreased productivity and quality of activity, dissatisfaction with one’s own activities, etc.

Integral indicators. Complex disorders in the human psyche.

EXAMPLE: Increased emotional and psychological stress, disturbances in the adaptation mechanism, long-term disturbances in a person’s ability to adapt to circumstances, etc.

But, in addition to the fact that intrapersonal conflict can manifest itself in different areas (and even in several at once), it itself is also divided into several types, which significantly complicate both its definition and the development of ways to resolve it. Let's look at them in more detail.

Role conflict.

· Personal role conflict: conflict I role, where differences arise between the requirements of the role and the capabilities and ideas of the individual about it. Here the problem of choice arises from the inability to meet the requirements of the role, or from the unwillingness to meet it. In this situation, a person can refuse to perform a role or choose a role and change himself; Some kind of compromise option for resolving this contradiction is also possible.

· Interrole conflict involves a contradiction between different role positions, which for some reason turn out to be incompatible (family work).

Typical factors that determine the strength of this type of conflict are:

1. the degree of incompatibility of different role expectations;

2. the severity with which these requirements are imposed;

3. personal characteristics of the individual himself, his attitude to role expectations.

Particularly tragic are conflicts that affect the zone of standard roles, since the resolution of such a conflict is associated with the need to change the self-concept of the individual, which is accompanied by rather painful experiences. Here, too, a non-constructive way out of the conflict is possible through the use of intrapersonal defense mechanisms that delay the solution of the problem or block its awareness.

Thus, in domestic and Western psychology we see radically different attitudes: if our authors strive to consider the mental world of the individual as an integrity and define conflict as an element of difficult situations for the psyche, then Western conflictologists follow the path of structuring conflict into specific specific types and try to work with each form in its own way. Each of the described paradigms has its own strengths and weaknesses, and, apparently, they would only benefit from trying to find a common methodological platform for interaction.

In addition to the problem formulated in terms of what conflict is, psychologists answer the question about the nature of relationships

conflicting parties. It breaks down into three sub-questions:

· The comparative intensity of the opposing forces in the conflict: this sub-question, since the time K. Levin posed the problem, has been solved unambiguously and presupposes their approximate equality.

Determination of the relative direction of these forces relative to each other:

opposition, which leads to the internal impossibility of a solution (neurosis in the terms of K. Horney);

the difference is less than 180° and therefore behavior can be found that more or less satisfies both impulses;

· the content of the relationships between conflicting tendencies:

· seems internally contradictory;

· is incompatible only situationally, i.e. not fundamentally, but only according to the conditions of a particular place and time.

In general, it is worth noting that conflict, and especially intrapersonal conflict, is a complex phenomenon that is difficult to classify. But, nevertheless, there are two approaches to the typology of this kind of conflict. 1 system uses the language of a person’s experience of a difficult situation for him. An example of this approach is the classification of Antsupov and Shipilov, based on the Freudian theory of describing the human psyche:

Motivational conflict is a clash of motives, unconscious aspirations (see above: Z. Freud, K. Horney, K. Levin). Between I want and I want.

Moral conflict is a clash between duty and desire, moral principles and personal attachments, desires and external demands, duty and doubt about the need to follow it (Soviet school, V. Frankl). Between want and need.

A conflict of unfulfilled desire or an inferiority complex is a conflict between desires and reality, which blocks their satisfaction, or insufficient physical capabilities (often this is a conflict between the desire to be like them - the reference group and the impossibility of fulfillment) (A. Adler; Soviet school). Between I want and I can.

Role conflict is intra-role (a person’s different understanding of himself and his role: I and the role), inter-role (the inability to combine several roles by one person).

The most common types of conflicts

More often than others, interpersonal and intrapersonal clashes, as well as clashes between a group and an individual, occur in a person’s everyday life and activities. An example of a conflict between two people can be found in any school class, team, or family:

• Failure to accept a new group member based on external criteria. For example, a student comes to class who does not correspond to the group’s ideas about appearance; they do not notice him, push him away, and do not invite him to participate in joint games and discussions. Here there is a conflict between a group and an individual.
• A dispute over raising a child is an interpersonal conflict.
• An order from management to increase working hours for a specific specialist. This is fraught with the emergence of an intrapersonal conflict situation.

Classification of conflicts according to the specifics of the opposing parties and the conditions for the development of the conflict

According to the specifics of the opposing sides and the conditions of development, conflicts can be internal, external and antagonistic.

Internal conflicts are characterized by the interaction of two or more opposing entities within a community or group of people.

EXAMPLE: An excellent example of internal conflict is intra-class struggle, for example the struggle for leadership.

External conflicts - represent the interaction of opposites that relate to different objects (groups, classes, etc.).

EXAMPLE: An example of an external conflict is the confrontation between man and natural elements or the struggle of the body with the external environment.

Antagonistic conflicts are one of the most acute conflicts, because are interactions between social groups that are irreconcilably opposed to each other. What is unique is that the very concept of “antagonism” is very common in medicine and biology - antagonism of teeth, muscles, microbes, drugs, poisons, etc. can occur. In addition, in mathematical science, antagonism is considered as an opposition of interests. In its pure form, antagonism is presented in social processes.

EXAMPLE: A striking example of an antagonistic conflict is war, market competition, revolution, sports competition, etc.

In addition to all of the above, a correct understanding and interpretation of conflicts, as well as their functions, features, essence and consequences, is impossible without typology, i.e. without identifying the basic types of conflicts based on identifying their similarities and differences and ways of identifying them with the commonality of the main differences and characteristics.

To make it possible to choose an adequate method of influencing and managing a conflict (which you will learn about in our next lessons), it is necessary to classify conflicts according to their main characteristics: methods of resolution, areas of manifestation, direction of influence, degree of expression, number of participants and violated needs.

It is on the basis of typology that both types and varieties of conflicts are determined. The type of conflict as a variation of conflict interaction is distinguished according to certain characteristics.

Structure and specificity of the conflict

L. Coser is considered the founder of the conflict paradigm in general in the humanities. One of the strengths of his theory is the recognition of the fact that there are examples of conflicts of positive functional significance. In other words, Coser argued that conflict is not always a destructive phenomenon; there are cases when it is a necessary condition for creating internal connections of a particular system or a condition for maintaining social unity.

The structure of a conflict is formed by its participants (opponents, warring parties) and their actions, the subject, conditions/situation of the conflict (for example, a crush on public transport) and its outcome. The subject of the conflict, as a rule, is closely related to the needs of the parties involved, for the satisfaction of which the struggle takes place. Generally speaking, they can be combined into three large groups: material, social (status-role) and spiritual. Dissatisfaction with certain needs that are significant for an individual (group) can be considered as a cause of conflicts.

Borders of the conflict

Such conflicts are distinguished depending on their boundaries.

The boundaries of the conflict are the external structural and dynamic limits of the conflict.

Social conflict is the most acute way of development and completion of significant contradictions that arise in the process of social interaction, which consists in the opposition of subjects and is accompanied by their experience of negative emotions towards each other.

Conflicts are a consequence of the clash of different interests, desires and needs of people. They reflect the inconsistency, richness and diversity of life phenomena, as well as relationships between people.

According to these provisions, a conflict may arise due to:

— contradictions between feeling and duty; - divergent views on the upbringing of children between parents and schools; - collisions of new ideas and trends with old habits and ideas;

— clashes of goals of different social groups;

— inaccurate distribution of responsibility between interacting people and groups. Conflicts that arise in the course of life can turn out to have different signs - positive or negative - depending on their resolution.

Correctly resolved conflict of any level - from intrapersonal to intergroup - leads to the release and growth of energy for further development. In this case, a person feels a surge of physical and spiritual strength, becomes joyful, more sociable and kind, able to enjoy life. Conflict interaction consists of a collision of oppositely directed actions of participants in an interpersonal conflict. These actions implement processes hidden from external perception in the emotional and volitional spheres of opponents. The desire to limit the interests of the opponent constitutes a visible social orientation towards each other. It should also be noted that in addition to their direct function, actions also include moments of communication between the parties and, in this regard, perform an important information function.

Conflict behavior has its own principles, strategy (methods) and tactics (techniques). Among the basic principles of conflict confrontation are: concentration of forces, coordination of forces, striking the most vulnerable point in the enemy’s position, saving forces and time, etc.

The strategy of behavior in an interpersonal conflict is considered as an individual’s orientation in relation to the conflict, an orientation toward certain forms of behavior in a conflict situation, and tactics are determined by the measure that helps satisfy one’s own interests (passively or actively) and the interests of the other party (jointly or individually).

Cooperation , compromise and competition

The interaction strategies chosen by the participants in a conflict situation become the decisive factor in its constructive overcoming. Behavioral strategies of participants in interpersonal conflicts are divided into three main groups, including cooperation, competition and compromise. Cooperation is the behavior of opponents in conflict with a focus on a joint search for a solution that satisfies the interests of all parties. Each party to the conflict combines its efforts to develop the most optimal solution. Collaboration is most often used in cases of:

— when the interests of the common cause are much more important than the personal ambitions of the parties to the conflict;

- when they respect each other’s opinions and there is a certain history of friendly relations between them.

Cooperation is regarded as the most effective way to resolve interpersonal conflicts. It brings together a variety of negotiation strategies leading to the development of solutions that more or less satisfy the interests of both parties.

Power strategies include behavioral strategies of conflict participants aimed at achieving their own interests without taking into account the interests of the partner. Psychologically, they are described in terms of competition and rivalry. Competition is a strategy for the opponent’s behavior in a conflict, which involves focusing on one’s own interests, imposing a preferred solution on the other side, and an open struggle to realize one’s interests. According to this strategy, the partner distances himself and there is no close interaction with him. The subject acts authoritarianly, he is absolutely confident that he is right and suppresses the interests of the other side.

In this case, the partner feels like a loser, and this can become a source of future conflicts caused by the partner’s struggle for his rights. At the same time, orientation towards one’s own goals can be realized in tough behavior - assertiveness, the use of tough arguments, issuing ultimatum demands, emotional pressure on a partner, etc.

However, the subject of the conflict can also resort to “soft”, manipulative forms of influence on the partner. We are talking about cases where the subject hides his true intentions; at the same time, with the help of false distracting maneuvers, he ensures that the partner, without realizing it, changes his original goals.

Despite the external difference in specific behavior, these strategies are characterized by an exclusive focus on achieving one’s own goals and ignoring the interests of the partner. Their goal is to assert their point of view, their own position, and realize their interest.

Strategies for interaction in conflict can form forms of behavior that imply a desire to avoid conflict on the basis of compromise. Compromise is a strategy for the behavior of a subject in a conflict, focused on certain concessions in exchange for partial concessions on the part of the opponent. This strategy is used in situations where the need to make some concessions is compensated by maintaining a more or less positive relationship in the hope that over time some other opportunities for resolving the conflict will appear.

It should be taken into account that each of these strategies is effective only in certain situations and none of them can be singled out as the best. Strict adherence to one strategy limits the ability to achieve a balance of power.

Each of the above conflict resolution strategies can be considered within the framework of “win-lose” tactics in its various variants. Cooperation involves the use of win-win tactics in which both parties find an acceptable solution. We must remember that life is not a sporting competition in which the presence of a winner presupposes the presence of losers. When both parties benefit, the relationship is strengthened and improved. The winning parties tend to support the decision and comply with the agreements.

In rivalry and competition, “win-lose” tactics are used, in which one side emerges as the undoubted winner. Often this tactic is followed by specialists who strive at all costs to feel right in order to protect themselves from the negative experiences that defeat causes. But the loser today may refuse to cooperate tomorrow. This is one of the ways that, in particular, leads children to alienation from their parents.

The compromise strategy involves the use of “no-lose-no-win” tactics, in which both sides make concessions to each other. When an agreement is reached based on a compromise, the parties are not completely satisfied, but there is also no dissatisfaction, which at least allows us to hope for continued contacts in the future.

In the process of consultation with a psychologist, collaborative relationships with clients are facilitated by the value orientations of the psychologist-consultant.

The psychologist can be perceived as a person interested in achieving the same goals as the client and expresses a desire to cooperate; cooperation becomes possible if:

1) cultural norms and values ​​developed by society presuppose a willingness to cooperate and a desire to overcome contradictions. This value orientation helps the psychologist to persuade many clients to take part in solving a problem that affects, to one degree or another, the interests of everyone, even when they do not completely trust each other and pursue different goals.

For example, a psychologist can ultimately achieve agreement on negotiations between representatives of the social security department, the social welfare department, the police department, the health department, and the house management on issues of maintaining order in the microdistrict;

2) at the stage of concluding agreements, it becomes possible to find out the hidden reserves that provide the necessary changes.

For example, a patient with tuberculosis may agree to treatment, cooperation with a psychologist, and participation in a health program in exchange for improving his living conditions;

3) differences in the statuses and powers of the contracting systems may make it difficult to reach an agreement. It can be facilitated by redistributing power between these systems for a certain period of time;

4) parties with unequal powers and positions in society can enter into agreements on the basis of the law.

For example, on the basis of an agreement, agreements are concluded between the probation officer and the accused who is released from custody on parole. Both are in a cooperative relationship. Community assistance groups led by a psychologist, trying to come to an agreement with local institutions and organizations, often experience great difficulties due to the lack of sufficient power not provided for by their status.

Ignoring the tactics of cooperation when solving acute problems leads to the generalization of the conflict - a transition from superficial to deeper contradictions, an increase in the range of different points of contact, which is accompanied by an expansion of the boundaries of the conflict.

Examples from fiction

1. I.S. Turgenev "Fathers and Sons" .

The conflict between fathers and children can be called eternal. However, it is especially aggravated at turning points in the development of society, when young and old generations adhere to different ideas corresponding to their eras. It is precisely this time in the history of Russia that is depicted in the novel by I.S. Turgenev "Fathers and Sons". The conflict between fathers and children depicted in this work concerns not only the Kirsanov family, it is a social conflict between the old aristocracy and the young revolutionary-minded democratic intelligentsia.

The conflict between fathers and children in the novel is revealed through the example of the relationship between a young representative of nihilism, Yevgeny Bazarov, and a born nobleman, Pavel Petrovich Kirsanov. To a lesser extent, the same problem arises in Bazarov’s relationship with his parents and within the Kirsanov family.

The conflict that arose between Pavel Petrovich and Bazarov proves that the problem of two generations lies in the clash of two different socio-political camps. These heroes have opposite life positions. Their frequent disputes touch on all the main differences between raznochinite democrats and liberals. Pavel Petrovich defended the old foundations, and Bazarov was of the opinion that they must be destroyed. Moreover, the young nihilist did not care about the thought that it would be necessary to create something new in place of the old. He believed that the task of his generation was only to destroy the old order.

Pavel Petrovich could not understand and accept Bazarov’s bold ideas. And this is not surprising, because they were raised at different times and in different conditions. Fathers always try to preserve their traditions and beliefs, and the younger generation is drawn to new ideas and strives for change. Thus, the reason for conflicts between different generations lies in contradictions in worldviews due to differences in age or origin.

1. A.N. Ostrovsky "Thunderstorm" .

In the drama A.N. Ostrovsky's "The Thunderstorm" depicts the conflict between Katerina and her husband's mother Kabanikha. The main reason for this conflict is the despotism and tyranny of Kabanikha, who was not happy that her daughter-in-law does not live and think as she should. Marfa Ignatievna considered her opinion to be the only correct one and was confident that she knew how to live. Despite the fact that Katerina did not openly enter into this conflict, it became increasingly stronger due to Kabanikha’s constant attacks.

The main character tried not to quarrel with her mother-in-law, but could not come to terms with the principles by which she lived. Kabanikha could not find a common language with anyone, because she did not know how to compromise and give in. Every action of Katerina was condemned, every attempt to make peace ended in new reproaches. Marfa Ignatievna deliberately entered into conflict with her daughter-in-law and provoked him again and again. She wanted to completely control Katerina, regardless of her opinion. As a result, cruelty and anger prevailed over honesty and kindness, and Kabanikha ruined her daughter-in-law.

The conflict between Katerina and Marfa Ignatievna grew into a conflict between an individual and an entire society, and the reason for its emergence was the different attitudes of people towards life. Katerina could not bring herself to live according to the “cruel morals” of Kalinov, like all the other residents. Therefore, I decided that the only way out of this situation was death. One person is not able to change the order that has been established over many years; he will not be able to win the fight with society.

1. A.S. Griboyedov "Woe from Wit" .

The comedy is based on A.S. Griboyedov’s “Woe from Wit” lies in the social conflict, which consists in the confrontation between two generations: “the past century” and the “present century”. The entire Famusov society, headed by Pavel Afanasyevich Famusov himself, belongs to the “past century”. And the “present century” is represented primarily by Alexander Andreevich Chatsky. The two sides cannot find a common language because they hold completely different views regarding the government system and life in general. The thing is that each generation is brought up and formed at different times and under different conditions.

The “present century” is full of strength and desire to change the world for the better; young people are ready for changes and even strive to personally contribute to them. That is why Chatsky boldly and directly exposes all the vices of Famus society, which in fact are the vices of the entire “past century.” In his monologues, he passionately adheres to the idea of ​​serving a cause rather than specific individuals. The main character is alien to the moral ideals of Famus society; he opposes self-interest, flattery, veneration and greed. Famusov considers these qualities and means necessary for career advancement. The main values ​​in his life are money, high rank and the opinions of others.

As a result, Chatsky was declared crazy and rejected. This society could not accept a person who openly expressed his opinion and pointed out to everyone else their vices and shortcomings. He violated generally accepted rules: he did not lie, did not be disingenuous, did not flatter. That is why the play is called “Woe from Wit”; there was no place for an educated and sensible person in a less developed society. All these differences became the cause of an insoluble conflict.

1. A.S. Pushkin "Dubrovsky" .

The plot of the novel by A.S. Pushkin's "Dubrovsky" was the basis for the conflict between Troekurov and Dubrovsky the elder. Kirilla Petrovich and Andrei Gavrilovich were very different, but this did not stop them from becoming true friends. In addition, they were brought together by a similar fate. They met during the service, both married for love, but were widowed early and raised their children themselves. And over time, they also became neighbors, which they were incredibly happy about.

Dubrovsky lived modestly, and Kirilla Petrovich was a very rich landowner. This difference had not been a problem for their strong relationship until one incident. Serf Troekurov allowed himself insolence towards Andrei Gavrilovich, and greatly hurt his pride. Dubrovsky demanded that the insolent man be punished, taking his words as a personal insult, but Kirill Petrovich did not want to obey someone else’s will and refused his comrade because of his stubbornness. After some time, another incident occurred that turned this quarrel into irreconcilable hostility. Dubrovsky ordered the neighboring peasants to be beaten because they were stealing his forest, and Troekurov could not forgive such freedom in relation to his people and took away the offender’s estate by bribing court officials. Andrei Gavrilovich could not withstand such a blow, his health gave way, and he soon died.

Thus, we can come to the conclusion that the cause of the irreconcilable conflict between the two best friends was their pride and stubbornness. No one gave in or forgave the other, both remained unconvinced until the very end.

1. A.S. Pushkin "The Captain's Daughter" .

The conflict between Pyotr Andreevich Grinev and Alexei Ivanovich Shvabrin is a striking example of how different upbringing affects people who have the same position in society. Grinev always followed the example of his father and grew up to be a worthy man, capable of noble deeds. Shvabrin resorted to completely different methods, acting basely and vilely.

The reason for their conflict lay in feelings for the same girl - the daughter of the commandant of the Belogorsk fortress. From the words of Masha Mironova, it becomes known that Alexey Ivanovich had already confessed his love to her and wooed her shortly before Grinev’s arrival at his place of duty. Now the refused officer saw a rival in the person of Pyotr Andreevich and noticed that Masha was beginning to reciprocate his feelings.

Unlike Grinev, honor is not a life principle for Shvabrin, so he chooses an unworthy way to achieve what he wants. He deliberately denigrates the name of an innocent girl, thereby provoking his rival to a duel. Pyotr Andreevich could not do otherwise, because it was about protecting the honor of his beloved. However, Shvabrin acted basely here too; he took advantage of the moment when the enemy turned away and plunged his sword into his back. Nevertheless, having recovered from his injury, Pyotr Grinev forgave his offender, once again showing his nobility and generosity.

1. M. Gorky “Old Woman Izergil”.

The main character of one of the legends, the old woman Izergil Larra, had a conflict not with one person, but with an entire society. Larra’s name means “outcast,” which fully reflects his inner essence. Larra was the son of an ordinary woman and an eagle. He was brought up away from society, so he was very different from ordinary people. After the death of his father, the young man was forced to return to the tribe where his mother lived. But he considered himself better than other people, so he did not put the interests of those around him at all.

The conflict between Larra and the tribe occurred because of his pride and arrogance. Living among people, the eagle's son did not want to adhere to their laws and honor the elders. One day he killed a girl just because she refused him. Larra believed that he had the right to take possession of everything he wanted, so he did not see his guilt in the act committed and did not repent. For this, the tribe expelled him, granting him immortality and long-awaited freedom. Now he could do whatever he wanted, but this freedom doomed him to eternal torment of loneliness. A person cannot live outside of society, and Larra, despite the fact that his father was an eagle, was also half human.

Larra disdained human order and people could not forgive his cruelty. These differences led to irreconcilable conflict.

1. A.S. Pushkin "Eugene Onegin" .

The conflict that arose due to stupidity led to a duel between Evgeny Onegin and Vladimir Lensky. What makes this situation especially tragic is the fact that the opponents were friends.

The young people were initially too different, but “out of nothing to do” they became friends. Evgeny Onegin belonged to the highest circle, over time he became bored with social life, so he fled to the village, away from the bustle of the city. And Vladimir Lensky is a representative of a different type of noble youth; he had a romantic and sensitive nature, reacting sharply to any events. In the absence of any other suitable company, the young people began to communicate closely and spend a lot of time together. Perhaps this would have continued if not for one incident.

Lensky invited his friend to Tatyana Larina’s name day. Onegin felt awkward there, so he decided to take revenge on Lensky, touching his weak spot. Throughout the next evening, Eugene courted his friend’s beloved, and Olga, unfortunately, reciprocated his feelings. Onegin did this only to anger his friend, but Vladimir could not stand the insult and challenged the offender to a duel

The cause of the conflict that arose between the two comrades was Onegin’s selfishness. He indifferently and calmly decided, as a joke, to encroach on the most valuable thing that Lensky had. Over time, he realized that he had behaved unworthily and stupidly, but it was no longer possible to change anything. A cruel joke led to a real tragedy.