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algorithm of the resolution of conflict

the Resolution of conflict represents multistage process which includes the analysis and a conflict situation estimation, a choice of a way of the resolution of conflict, formation of operational structure of actions, realisation of the plan and (or) its correction, an estimation of efficiency of the actions under the resolution of conflict.

The analytical stage assumes gathering and an information estimation on following problems.

1.
Object of the conflict (material, social or ideal; we divide or is indivisible; whether can be withdrawn or replaced; what relations of "JA-object" and "opponent-object", i.e. availability of object to each of opponents).

2. The opponent (official data about it and psychological features; relations of the opponent with a higher management; possibilities of the opponent on strengthening of the rank; its purposes, interests, a position; legal and moral bases of its requirements; the previous actions in the conflict, the committed errors and miscalculations; on what positions interests coincide, and on what are not present, etc.).

3. Own position (the purposes, values, interests, actions in the conflict; legal and moral bases of own requirements, them argumentirovannost and dokazatelnost; the committed errors and possibility of their recognition before the opponent, etc.).

4. The reasons and the direct occasion which has led to the conflict.

5. The social environment (a situation in military collective; what priorities are solved by division, the opponent and as the conflict influences them; who and as supports each of opponents; what reaction to the conflict of a management, public, subordinates if they are at opponents; that they know about the conflict).

6. A secondary reflexion (representation of the subject how its opponent perceives a conflict situation with all its components as he perceives the first opponent as he perceives specificity of the analysis of the conflict the first opponent etc.).

As sources of the information for the analysis and an estimation personal observations, conversations with a management, subordinates, informal leaders of collective, the friends and friends to opponents, witnesses of the conflict act, etc.

Having analysed and having estimated a conflict situation, opponents predict variants of the resolution of conflict and define the most corresponding to the interests and a situation ways of the resolution of conflict (will be considered more low). Are predicted: optimum succession of events; the least favorable succession of events; the most real succession of events; as the contradiction will be resolved if simply to stop any active actions in the conflict.

The great value has definition of criteria of the resolution of conflict, and these criteria should admit both parties. To them can be carried: rules of law; moral principles; opinion of authoritative persons; precedents of the decision of similar problems in the past, the traditions accepted in given collective.

Actions on realisation of the planned plan are the most expedient for spending according to the chosen way of the resolution of conflict (will be analysed more low).

If it is necessary, correction before the planned plan (returning to discussion is made; promotion of alternatives; promotion of new arguments; the reference to the third parties; discussion of additional concessions).

The control of efficiency of own actions assumes statement and necessarily critical answers to itself on questions: What for I do it? That I wish to achieve? What complicates realisation of the planned plan? Whether my actions are fair? What it is necessary to undertake actions on noise elimination to the resolution of conflict? - Etc.

On termination of the conflict expediently:

- To analyse errors of own behaviour;

- To generalise the received knowledge and experience of the decision of a problem;

- To try to normalise gradually relations with the recent opponent;

- To remove discomfort (if it has arisen) in relations with associates;

- To minimise negative consequences of the conflict in own condition, activity and behaviour.

Strategy of opponents of an exit from the conflict.
Basic value for this purpose, will come to the end with what way the conflict what will be its results, has a choice each opponent of own strategy of an exit from the conflict. As psychologist N.V.Grishina fairly marks, "solving for a conflict outcome frequently there are the strategy of interaction developed by its participants".

Strategy of an exit from the conflict represents the basic line of conduct of the opponent at its final stage. Allocate five basic strategy. This rivalry, the compromise, cooperation, avoiding and the adaptation (Thomas, Kilmenn, 1972). The choice of this or that strategy of an exit from the conflict depends on various factors. Usually specify such, as personal features of the opponent, level of the damage put to the opponent and own damage, presence of resources, the status of the opponent, possible consequences, the importance of a solved problem, duration of the conflict and others.

Let's consider in more details expediency of application of the given strategy, leaning on the carried out researches (Scott, 1991, Shipilov, 1993).

Rivalry (uporstvovanie in the position) at the conflict closing stage consists in imposing to other party of the decision preferable to. Rivalry is effective in cases: correctness and legitimacy of the put forward decision; advantages of result are faster for all division, than the separate person or microgroup; importance of an outcome for leading the given strategy; absence of time for arrangements of the opponent; possession the certain power.

Many researchers name the given strategy of inefficient and defective problems for the decision since it leaves an opposite side restrained, does not give it possibility to realise the interests. However the real life is richer and more various: it gives weight of examples when rivalry is is unique correct strategy. The military man frankly breaking authorised requirements and not reacting to not disputed influence, probably, is expedient for stopping rigid, resolute strategy, instead of admonitions. Against the criminal encroaching on honour, advantage or a life of other person, also it is necessary to use the given strategy (as do law enforcement bodies). Thus, rivalry is expedient in extreme and basic situations, at deficiency of time and high probability of dangerous consequences.

The compromise consists in desire of the opponent to finish the conflict a certain concession on some questions of the position. The given strategy is characterised by refusal of a part before put forward requirements, readiness to recognise the claim of other party partially proved, desire to apologise and readiness to forgive. The compromise is effective in cases: understanding the opponent, that it and its contender possesses equal possibilities and imperious powers; presence of mutually exclusive interests; satisfactions makeshift when other decisions have appeared inefficient (for example, rivalry); threats to lose all. For today such strategy is the optimal strategy of end of various conflicts with which so the Russian validity including ability to live of military men is rich.

The adaptation, or concession, at the conflict closing stage is considered as the compelled refusal of struggle and delivery of the positions. To accept such strategy of the opponent compel various circumstances. It can be comprehension of the wrongfulness, necessity of preservation of good relations with the opponent, strong dependence on it on office or to personal interests, insignificance of a problem. Besides, the considerable damage received during the conflict, threat of even more considerable negative consequences, absence of any chances of other outcome, pressure of the third party results in such exit from the conflict.

Leaving from the decision of a problem or avoiding of its discussion is, actually, attempt to leave the conflict at a minimum of expenses, having kept "status quo" of relations which have developed during the conflict. Differs from similar strategy of behaviour during the conflict that the opponent, as a rule, passes to it after unsuccessful attempts to realise the interests in the conflict by means of more active strategy (rivalry or the compromise). Actually, conversation goes not about the permission, and about conflict attenuation. However leaving or a delay can be quite approaching and even constructive reaction to the tightened conflict. There is a high probability, that if the participant of the conflict will try to ignore opposite side actions, to leave from the decision, to change the subject or transfer attention to something another the conflict will be resolved by itself. If it does not occur, received time can be used for thorough training to the problem decision. Therefore leaving is applied in cases of absence of time to the decision of the contradiction, aspiration to win time in an antagonism, presence at other party of an every prospect to realise the interests by dialogue, unwillingness to solve a problem in general.

Cooperation is considered the most effective strategy of behaviour in the conflict and in its permissions. Assumes an orientation of the opponent for mutually advantageous discussion of a problem, consideration of other party not as the opponent, and as the assistant equal in search of the alternative decision. Most effectively in situations: strong interdependence of opponents; propensities both to ignore distinction in the power; exclusive importance of the decision for both parties; nepredubezhdennosti participants.

The combination of the strategy of end of the conflict chosen and realised by the parties defines, what way will resolve the contradiction laying in its basis.





Fig. 2. Dependence of a way of the resolution of conflict on the strategy chosen by opponents.



Apparently from fig. 2, realisation of such way as the compromise since certain steps towards which are done at least by one of the parties, allow to reach partial asymmetric (one party concedes more, another - less) or full, symmetric (the parties do approximately equal reciprocal concessions) the compromise is most probable. Value of the compromise that it can be realised when the parties choose different strategy: the compromise and cooperation, the compromise and concessions, rivalry and the compromise, that often also happens in a life. Studying of features of the resolution of conflicts between the head and the subordinate has shown, that from those conflicts which give in to the permission (settlement), one third comes to the end by means of the compromise. However two thirds of such conflicts come to the end with a concession of one of the parties (mainly subordinated). And only about 1-2 % of conflicts come to the end by means of cooperation.

The explanation of a parity of frequency of applied ways of the resolution of conflicts on a vertical is covered in mentality of our compatriots and features of this kind of the conflict. The majority of us are focused on an antagonism, the decision of problems on a method with the zero sum (one has won, another has lost). Years and decades such principle prevailed in interaction with those who was not such as we, differed from us, is not agreed with us.

Secondly, at occurrence of conflicts in a link "head-subordinate" in 60 % of cases the chief of the rights in the requirements to the subordinate (omissions on work, unfair performance of duties, inefficiency etc.). Therefore from the beginning of the conflict and before its end overwhelming number of heads consistently lead rivalry strategy, achieving from the subordinated desirable behaviour.

The considered ways of the resolution of conflict in practice are realised by means of two ways: or power suppression of one of the parties (concession), or by negotiations (the compromise, cooperation, and sometimes and a concession). Power suppression, as a matter of fact, is continuation and end of application of strategy of rivalry which was applied during the conflict. As a rule, in that case more the strength completely or basically realises the purposes and interests, achieves from an opposite side of refusal of initial requirements.

The conceded party starts realisation of instructions of the opponent or incurs obligations to execute them in certain term, or brings an apology for the admitted actions, offences, miscalculations, lacks of activity, behaviour or dialogue.

If the parties have come to comprehension of necessity of that the problem is important for each of them, and it costs that it all the same to solve taking into account mutual interests opponents use a way of negotiations which proceed in the form of the compromise or cooperation.

For conciliatory proposal achievement the technics of open conversation offered by A.Antsupovym can be recommended.

1. To declare, that the conflict is unprofitable to both.

2. To suggest the conflict to stop.

3. To recognise the errors already made in the conflict. They for certain are, and to recognise them for you it is possible.

4. To make concessions to the opponent where it is possible, i.e. that in the given conflict is not for you the main thing. Always it is possible to find some trifles in which it is possible to concede in any conflict. It is possible to concede and in serious, but not basic things for you.

5. To state the wishes about the concessions necessary from the opponent. They, as a rule, concern your basic interests in the given conflict.

6. Easy, without negative emotions to discuss reciprocal concessions, at necessity and possibility to correct them.

7. If it was possible to agree somehow to fix, that the conflict is settled.

The way of cooperation is expedient for carrying out on a method of "basic negotiations" (Fisher, JUri, 1990). It is realised at performance of the basic, base principles of interaction which are reduced to the following.

A.Otdelenie of people from a problem:

- Differentiate mutual relations with the opponent from a problem;

- Put itself on its place;

- Do not follow the tastes the fears;

- Show readiness to understand with a problem;

- Be firm in relation to a problem and soft to people.

B.Vnimanie to interests, instead of positions:

- Ask "why?" And "why is not present?";

- Fix base interests and their set;

- Search for the general interests;

- Explain vitality and importance of your interests;

- Recognise interests of the opponent as a problem part.

V.Predlagajte mutually advantageous variants:

- Do not search for the unique answer to a problem;

- Separate search of variants from their estimation;

- Expand a circle of variants of the decision of a problem;

- Search for mutual benefit;

- Find out, that other party prefers.

G.Ispolzujte objective criteria:

- Be opened for arguments of other party;

- Do not give in to pressure, only a principle;

- By each part of a problem use objective criteria;

- Use some criteria;

- Use fair criteria.
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A source: Shipilov A.I.. Psychology of the resolution of conflicts between military men. 1999

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