Communicative features of behavior in conflict (page 1 of 4)

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Test questions 1. Explain the essence of the phenomenon of viscous friction. What is the nature of the internal friction forces of a fluid? Viscosity or internal friction is the property of fluid bodies (liquids and gases) to resist the movement of one part relative to another. This phenomenon determines the dissipation (absorption) of energy during deformation of the medium. During shear deformation, the viscosity is called shear viscosity. When the volume is deformed (universal compression), bulk viscosity appears. In this case, we will only touch upon the issue of shear viscosity. The essence of the phenomenon is that moving layers of gas or liquid entrain neighboring layers and, conversely, stationary layers (or moving at a lower speed) slow down faster neighboring layers. Thus, internal friction forces (or viscous forces) act between any adjacent layers of the medium under consideration. The mechanism by which these forces arise is the transfer of momentum (amount of motion) from one layer to another.
2. What is the coefficient of dynamic viscosity? In what units is viscosity measured in the SI system?

The coefficient of dynamic viscosity is a value numerically equal to the force of internal friction with which one layer drags or slows down another layer of liquid, provided that the contact area of the layers and the velocity gradient . In the SI system, the unit of dynamic viscosity is taken to be the viscosity of a medium in which one layer drags or inhibits another with a force of , if the contact area of the layers and the velocity gradient are .

3. What forces act on a body moving in a liquid?

A body immersed in a liquid and remaining in equilibrium afloat is acted upon by two forces: the force of gravity and the buoyant force equal to it (and equal to the weight of the liquid displaced by the immersed volume of the body). Three forces act on a body immersed in a liquid and sinking: the force of gravity, which is unequal to it (less), the buoyancy force (equal to the weight of the liquid displaced by the immersed volume of the body), as well as the frictional force during movement, which largely depends on the speed of immersion and the viscosity of the liquid . A body immersed in a liquid and lying tightly at the bottom is acted upon by three forces: the force of gravity, the unequal buoyant force, and the reaction force from the bottom. In this case, the buoyant force decreases by an amount equal to the weight of the liquid occupied by that part of the body volume under which there is no water

4. Define laminar and turbulent fluid flow.

Turbulent flow is a fluid flow in which its particles perform unsteady and disordered movements along complex trajectories, leading to mixing of layers. Laminar is an ordered flow of fluid in which the trajectories of motion of neighboring particles differ little from each other.

5. Write down the Stokes formula and indicate the conditions for its applicability.

For spherical bodies, the modulus of the viscous friction force is determined by the Stokes formula (1) where r is the radius of the ball; V is the speed of its movement relative to the liquid. It is important to note that formula (1) is valid only in the case of laminar fluid flow relative to the ball (the speed of the ball should be small), and the fluid extends infinitely in all directions, i.e. The dimensions of the vessel in which the liquid is located must be much larger compared to the dimensions of the ball.

6. Determine the magnitude of the friction force acting on a steel ball with a diameter of 3 mm falling at a speed of 0.75 m/s in a liquid with a viscosity coefficient of 1.5 Pa.s. F=6*3.14*1.5*0.003*0.75=0.063

7. Why does the ball accelerate at the beginning of its movement and then move uniformly? What is a velocity gradient? At the beginning of the ball's movement, the movement will be accelerated due to the acceleration of gravity. As the speed increases, the resistance force also increases, and the acceleration of the ball decreases. There comes a moment when the forces acting on the ball are balanced, the acceleration becomes zero, and the movement of the ball becomes uniform in section L. The velocity gradient is the change in the speed of two layers of liquid dV at the distance between the layers dX.

8. Write down the working formula, explain the conditions for its use and the reason for starting to measure time not from the surface of the liquid.

The upper mark is placed several centimeters below the upper level of the liquid to ensure uniform movement of the ball in the liquid. 9. List the main sources of measurement errors carried out in this work.

Methods for resolving conflicts using the example of OJSC "VAZ-express-service"

In modern conditions, the problem of effective conflict resolution is becoming relevant not only in terms of improving the emotional climate of interpersonal interaction, but is also a necessary component of successful business interaction between people. In any, even the most close-knit team, conflicts arise. To find the optimal solution in a conflict situation, you need to have knowledge of how conflicts develop, however, currently, managers at many levels lack knowledge about conflicts and ways to resolve them peacefully. Many managers prefer to resolve conflict situations using force, without even realizing that there are peaceful and constructive methods to resolve the conflict. Consequently, the relevance of this topic, both theoretical and practical, is very great.

The behavior of an individual in the psychological aspect is a consequence of his awareness of certain needs, and the root cause of his purposeful activity is their satisfaction. Depending on the behavior of other participants in a joint activity, an individual finds himself in a specific life situation that forces him to make a choice: what, how and why he needs to do it. Management treats it as a management situation. Many of them in the practical activities of a manager have neither clear decision-making algorithms nor relevant precedents from previous experience.

Management tasks that have a clear algorithm are not of great interest for the theory of organizational behavior: management of joint activities is especially necessary when, due to the complexity, multidimensionality and non-determinism of management objects, it is impossible to create decision-making algorithms. After all, job descriptions, reference books, and the system of legal documentation do not contain ready-made recommendations on how a manager should act in a specific management situation. Social norms of behavior, rules of subordination and normative regulation of the performance of official duties by each employee of the organization are actually normative restrictions on freedom of choice [2, p. 44].

Purposeful activity is characterized by the presence of a goal. In a management situation, even under the same conditions, the goal can be achieved in different ways. In addition, one motive can cause different actions, and behind one action there can be different motives. For example, a manager may order the need to work on a day off. For subordinates, such an order is an external incentive for their interests and goals, but, having overcome the “filter” of the needs of each employee, this incentive turns into various motives of behavior: one employee is happy about the additional earnings, another considers it necessary to show official devotion, because he expects what was promised promotion, the third works conscientiously, realizing the need for extracurricular work.

An employee’s overfulfillment of an individual task can also be motivated by many conflicting motives, for example, enthusiasm for competition in a team, concern for collective interests, the need for self-expression or recognition of one’s importance in the team, concern for the interests of the team, material or career considerations. This indicates that every human action leads to a complex set of initial motivations.

In personal and intergroup relations, there is social tension, which represents an opposition of interests and is understood as a level of conflict that changes over time. Social tension is the result of three interrelated factors: dissatisfaction, ways of its manifestation and mass character. Taking into account all factors, means have been developed - indicators for detecting and measuring the level of increasing social tension. To detect social tension, it is proposed to evaluate the degree of human satisfaction in such social needs as housing, labor maintenance, wages, living and sanitary conditions at work, recreation opportunities, on a special scale.

Labor conflicts can either contribute to the preservation of the existing socio-economic system or contribute to its destruction. The evolution of social and labor conflicts in Russia from labor ones to political ones indicates that they became part of the process of collapse of the administrative-command system, and to a certain extent a catalyst for this collapse. Social tension expresses the need for renewal, change in existing life activities, and conflict becomes a means of such change.

So, the object of this article is OJSC VAZ-EXPRESS-SERVICE, which was established in accordance with the legislation of the Russian Federation and registered on May 18, 1995. The Company is a legal entity and operates on the basis of the legislation of the Russian Federation, the Federal Law “On Joint-Stock Companies” dated 08/07/01. No. 120-FZ.

OJSC "VAZ-EXPRESS-SERVICE"

Since 1998 he has been working in the field of organizing road transport. The geography of enterprises includes the entire territory of Russia. Our company employs employees who have practice in Russian and international road transport. Experience has shown that partner firms are very interested in working together and are satisfied with the quality of work and reasonable tariffs, which are adjusted taking into account the interests of clients for each individual shipment. On the territory of JSC VES there are warehouses adapted for storage, repackaging and delivery of cargo (from 1 kg or more) to the final destination.

Collisions between different positions, points of view of individuals, groups and levels of relationships are inevitable in the process of the activity itself. The following conflicts are typical for the OJSC VAZ-EXPRESS-SERVICE under consideration:

between management personnel and subordinates regarding methods of management and performance of functional responsibilities (vertical);
between staff in connection with the acceptance of new members, distribution of work, payment, etc. (horizontal);
between the managers themselves when determining the goals, methods and directions of joint activities.

All of the above conflicts are closely related to the personal characteristics of each employee, personnel changes, the practice of moral and material incentives, the influence of the external environment, and by 2012 the company's loss amounted to 72,371 thousand rubles.

Of particular interest is the analysis of the motivation of people in relation to a given organization: what holds them back, are they satisfied with the methods of management, the resources received, the way ordinary members participate in decision making, career prospects, etc., conflict resolution is considered one of the direct management functions or controls.

When resolving a conflict, the activities of the HP manager of OJSC VAZ-EXPRESS-SERVICE are carried out in the following areas:

Clarification of the tasks and requirements for the activities of each employee: specific indicators for the performance of functional duties, criteria for assessing results, reporting deadlines, establishing a system of powers and responsibilities, information relationships and responsibilities (when answers are given to questions, who receives information, who and to whom, in what terms provides it).
Use of coordination and integration mechanisms:
establishing decision-making powers and organizing information flows;
use of services with cross-functional responsibilities and authorities.
Setting complex goals: for example, if conflicts arise between departments of one department, then a common goal should be formulated for the entire structure, and not for each department separately. Formulating goals for the entire organization will encourage department heads to make decisions in the interests of the entire team, and not just group ones.
Establishing the content of the reward system. Reward as a method of managing a conflict situation, influencing behavior, allows you to avoid dysfunctional consequences. The reward system provides incentives for individuals (including managers) who strive to solve problems comprehensively, in the interests of the entire organization, and, conversely, in the case of unconstructive behavior there are no rewards.
Eliminating the real source of the conflict, leading one of the conflicting parties to renounce the object of the conflict in favor of the other party. Forced or spontaneous removal (departure) or weakening of one of the conflicting parties, the appointment of a “scapegoat”.
Change of leader, change of leadership and management style.

Techniques or individual techniques used by an HP manager to prevent tension, stress and conflict include:

attentive listening: the desire to establish and maintain contact with subordinates when issuing a task, receiving feedback, discussing interpersonal relationships (including eccentric ones);
respectful attitude, goodwill, tolerance, self-control;
distraction or switching of attention in case of increased emotionality;
decreasing social distance;
informing about your condition caused by the interlocutor’s message, understanding his well-being;
appeal to facts, reality check;
seeking advice, promising help.

Successful activities and the psychological climate of the work collective are also formed in the process of personal contacts between the manager and his subordinates. They are individual and group.

The form of individual contact between a manager and a subordinate is a conversation. The conversation is used to analyze the position of a subordinate and solve various industrial, social, everyday, family and other problems. Before starting, it is necessary to first assess the personality of the repaired person. The way a person enters a room, how he asks questions, how he expects to be received, gives grounds for coming to conclusions about his self-control, decisiveness, caution, etc. It is important to distinguish between natural and feigned, demonstrative behavior.

During interpersonal contacts, two psychological systems interact - the manager and another person (group). The manager must penetrate into the essence of the psychological behavior of employees, skillfully using the acquired knowledge and his own psychological qualities.

In every team there are employees who try to avoid control because they cannot cope with their responsibilities or do not want to fulfill them conscientiously. The former need help, and monitoring their work significantly improves its performance. The latter should be treated more demandingly and strictly. In any case, the manager's control should not be perceived by subordinates as punishment or distrust.

When monitoring and planning the work of subordinates, it is also necessary to take into account their individual characteristics. For example, praise activates some people, and therefore it is advisable to use it more often; for others, excessive attention, on the contrary, irritates them. Qualified workers who perform their duties conscientiously should not be disturbed unless absolutely necessary. Petty supervision should be avoided, since this creates dependence on the subordinate, fetters his initiative, and such relationships can burden their subjects.

Consequently, the use of methods of influencing people should be based on knowledge of their individual characteristics and the ability to use this knowledge in the general interests of the organization.

First of all, the leader must reveal the conflict. Correctly assess the situation. Distinguish the external cause from the real cause of the collision. The reason may be unconscious by the company employees themselves or deliberately hidden by them. It is necessary to understand how contradictory the interests of the disputants are. Thus, an employer, if he wants to form effective organizational behavior, must use economic, administrative, symbolic, and psychological management methods in his activities [2, p. 34].

In this regard, it is necessary to note the significant role of the leader in the socio-psychological climate that exists in a particular organization. It manifests itself in work motivation, communication of workers, their interpersonal and group connections. The normal atmosphere of these relationships allows each employee to feel like a part of the team, ensures his interest in work and the necessary psychological attitude, encourages a fair assessment of the achievements and failures of both his own and his colleagues, and the organization as a whole.

A professional leader is distinguished by highly developed qualities of pedagogical interaction, which give him the opportunity to correctly assess the situation, establish contact with opponents of the conflict, correctly understand the motives of conflict activity and the factors that provoke it.

The behavior of an individual in the psychological aspect is a consequence of his feeling (awareness) of certain needs, and the root cause of his purposeful activity is their satisfaction.

In each situation, the individual is guided not by one need, but by their system, which includes:

needs-relationships (physiological or social dependence of the subject on the object - the subject of the need);
state needs (functional needs of the body);
needs-goals (awareness of the need determined by the needs of the body, the requirements of society, and norms of behavior); needs-emotions (positive or negative attitude towards certain objects, areas of activity, towards other people, etc.), etc.

Depending on the behavior of other participants in a joint activity, an individual finds himself in a specific life situation that forces him to make a choice: what, how and why he needs to do it. Management treats it as a management situation. Many of them in the practical activities of a manager have neither clear decision-making algorithms nor relevant precedents from previous experience.

Purposeful activity is characterized by the presence of a goal (task, plan (program) and control (feedback). In a management situation, even under the same conditions, a goal can be achieved in different ways. In addition, one motive can cause different actions, and behind one action there can be different motives. For example, a manager can give an order about the need to work on a day off. For subordinates, such an order is an external incentive for their interests and goals, but, having overcome the “filter" of the needs of each employee, this incentive turns into various motives of behavior: one employee rejoices at the additional earnings, another considers it necessary to show professional devotion, since he expects a promised promotion, the third works conscientiously, realizing the need for extracurricular work. An employee's overfulfillment of an individual task can also be motivated by many conflicting motives, for example, enthusiasm for competition in a team, concern for collective interests, in the need for self-expression or recognition of one’s importance in the team, concern for the interests of the team, material or career considerations. This indicates that every human action leads to a complex set of initial motivations.

The analysis of types of activity, including leadership, is further complicated by the fact that the elements of activity - goals, means, methods and conditions - interact in every life process. In some cases, the goal of one action in the process of activity can be transformed into means, and vice versa, what was a means, condition or method of achieving goals becomes a new leading goal - the necessity of activity. The subject of the activity believes that his decisions and actions are determined by preliminary motives, although significant changes have occurred in their structure, and, consequently, the main socio-psychological quality of the individual has changed - the direction of his personality. Psychologists interpret this quality as rationalization of motives.

For example, a young specialist begins his career and becomes interested in scientific creativity, considering his daily duties as an obstacle to scientific research. After some time, he invents something, and for implementation in the organization, a specialized division is created, the manager of which is the inventor himself. He intensively improves his invention, not paying attention to the production interests of his subordinates, their interpersonal relationships. As a result, a conflict situation arises in the team, forcing the manager to pay attention to interpersonal relationships. However, having no leadership experience, he resorts to administrative means of resolving the conflict, as, in his opinion, the only possible ones. As a result of their implementation in the team, another problem comes to the fore - the lack of initiative of workers. After the introduction of the invention, the division expands, the manager’s rank rises, this no longer satisfies the young manager, since self-affirmation has become his main need. The goals of creative activity have turned into means that provide a leadership position and no longer bring creative satisfaction [1, p. 27].

The transformation of goals, means and methods of activity is a pattern and the basis of the psychological mechanism for regulating the individual behavior of an employee. In regulating the behavior of social groups, the characteristics of individual behavior are leveled out, and socio-psychological and sociological laws dominate. Obviously, the underestimation of the peculiarities of regulating individual behavior in the practice of leadership and social management hides the main reasons for the lack of effectiveness of formal methods of administrative influence on subordinates.

The behavior of employees is influenced by the informal structure of interpersonal relationships; it can be detected using sociometric procedures, the method of active experimentation, the creation of problem situations, sociological and socio-psychological methods. The informal structure of a team, together with informal norms of behavior, customs, traditions, and a system of informal sanctions, can be defined as a model of real behavior. It reflects the attitude of employees to the job, to responsibilities, to the manager, colleagues, etc.

Ideal regulation of behavior cannot provide normative regulation. Its effectiveness is lower the more the prescriptions of the normative model differ from the actual behavior of the individual. The normative model allows a person, when under the influence of normative control mechanisms, to demonstrate the expected behavior, but it is impossible to control the complete system of motivation, structure and real orientation of the individual using formal methods.

Some managers try to overcome the limitations of regulatory regulation through educational measures. They view the system of material and moral incentives as a tactical means of management, and the education of subordinates as a strategic one. However, if the subject of education (manager, team) gives preference only to measures of the normative model, education and normative regulation of employee behavior turn out to be identical.

Each microsocial environment has its own normative and relevant models of behavior, and moral norms and social values do not necessarily coincide with the conventional (contractual) norms and values of the social group.

Effective self-regulation of individual behavior is the most important condition for transforming a deontological model of behavior into an ontological one. Psychological integration of all participants in the labor process requires strengthening collectivist principles: mutual responsibility, exactingness and respect.

Important elements of effective leadership are the ability and skills to work individually with people. To do this, you need to be able to understand the complex of internal motivations of each participant in joint activities, to understand the diversity of interests, motives and needs of the individual. A manager needs not only to know the general patterns of regulation of group and individual behavior, but also to be able to understand the psychological characteristics of an individual’s behavior. Since the methods of motivating and educating people cannot be reduced to formal methods of algorithmic management, the management of their joint activities has the features of professional activity and art.

Successful activities and the psychological climate of the work collective are also formed in the process of personal contacts between the manager and his subordinates. They are individual and group.

Individual contacts. The form of individual contact between a manager and a subordinate is a conversation. The conversation is used to analyze the position of a subordinate and solve various industrial, social, everyday, family and other problems. Before it begins, it is necessary to first assess the personality of the repaired person. The way a person enters a room, how he asks questions, how he expects to be received, gives grounds for coming to conclusions about his self-control, decisiveness, caution, etc. It is important to distinguish between natural and feigned, demonstrative behavior.

During a conversation, managers often make such psychological mistakes [3, p. 19]:

“Projection” - attributing one’s feelings and thoughts to the interlocutor;
“Echo” - transferring the employee’s past successes to his future activities;
“Attribution” is the subconscious attribution to the interlocutor of abilities and qualities that the manager noticed in another person who resembles the interlocutor.

To prevent or minimize these errors, it is necessary to adhere to the following socio-psychological requirements during a conversation:

plan the conversation before it starts;
at the beginning of communication, try to relieve the interlocutor’s tension and encourage him to be frank;
speak in understandable language, avoid direct questions, use more leading questions;
do not allow deviations from the main topic of conversation;
evaluate the person and your impressions of her only after the end of the conversation, taking into account your possible prejudices.

Emotional (evaluative) restraint and tolerance (the ability to listen, understand, calm) are also important for a manager, which allow him to avoid neurotic and other subjective deviations in his assessments and be tolerant of the interlocutor’s reactions.

Group contacts. When talking with a group of workers, you should focus on its most influential and authoritative member. When a manager speaks, for example, with three employees, the most interested in personal contact and active is the one whom the others trust and from whom they expect initiative. Therefore, practically the conversation takes place with one of them or with each one in turn. But it is still necessary to remember that communication occurs not with one person, but with a group.

The analysis of types of activity, including leadership, is complicated by the fact that the elements of activity - goals, means, methods and conditions - interact in every life process. In some cases, the goal of one action in the process of activity can be transformed into means, and vice versa, what was a means, condition or method of achieving goals becomes a new leading goal - the necessity of activity. The subject of the activity believes that his decisions and actions are determined by preliminary motives, although significant changes have occurred in their structure, and, consequently, the main socio-psychological quality of the individual has changed - the direction of his personality. Psychologists interpret this quality as rationalization of motives.

For example, a young specialist begins his career and becomes interested in scientific creativity, considering his daily duties as an obstacle to scientific research. After some time, he invents something, and for implementation in the organization, a specialized division is created, the manager of which is the inventor himself. He intensively improves his invention, not paying attention to the production interests of his subordinates, their interpersonal relationships. As a result, a conflict situation arises in the team, forcing the manager to pay attention to interpersonal relationships. However, having no leadership experience, he resorts to administrative means of resolving the conflict, as, in his opinion, the only possible ones. As a result of their implementation in the team, another problem comes to the fore - the lack of initiative of workers. After the introduction of the invention, the division expands, the manager’s rank rises, this no longer satisfies the young manager, since self-affirmation has become his main need. The transformation of goals, means and methods of activity is a pattern and the basis of the psychological mechanism for regulating the individual behavior of an employee. In regulating the behavior of social groups, the characteristics of individual behavior are leveled out and socio-psychological laws dominate. Obviously, the underestimation of the peculiarities of regulating individual behavior in the practice of leadership and social management hides the main reasons for the lack of effectiveness of formal methods of administrative influence on subordinates.

Each microsocial environment has its own normative and relevant models of behavior, and moral norms and social values do not necessarily coincide with the contractual norms and values of the social group.

Thus, conflict in an enterprise can lead to both positive and negative results. If a leader uses ineffective methods for managing a conflict situation, then social tension can only intensify in the team. With a positive outcome of the conflict, as a rule, all the prerequisites are created for normalizing the work of the team, solving the problem that has arisen, the staff has a desire for further cooperation, and social activity is manifested.

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Conflict Resolution Strategies (Thomas-Kilman Tool)

Project managers face conflict all the time. This is primarily due to the specific nature of the very essence of the project, in which various interests of the participants usually intersect. Therefore, conflict situations in the project are inevitable. Since the project is a temporary event, the project manager needs to quickly recognize controversial issues and promptly resolve them in order to prevent a negative impact on the project. We must understand that all participants in the conflict follow a certain style of behavior and react to it accordingly. Many different studies have been devoted to the issues of behavior strategy in conflict, as well as its nature of occurrence. Today I would like to tell you about the popular Thomas-Kilman

(
Thomas–Kilmann Conflict Mode Instrument
), which provides a set of strategies for responding to conflict situations.

The model is based on two styles of behavior in a conflict situation:

Cooperation
(
cooperativeness
) – orientation towards the interests of others. This style of behavior is possible only if the participant accepts the interests of other parties to the conflict. The main idea is cooperation and mutual understanding. The extreme position is the desire to maximally satisfy the interests of the other side of the conflict. Supporters of cooperation usually know how to listen to others, do not seek to impose their opinions, do not get personal, and are difficult to aggravate relationships, especially interpersonal ones.
Assertiveness
–
’s
interests. This is a style of fighting and defending one's own goals. The extreme position is that the participants in the conflict are opponents, the outcome of the conflict is either victory or loss, there is no third option. Typically, participants are strong-willed, assertive, easily get into conflict, and are impulsive.

In accordance with the above styles of behavior in conflict, the Thomas-Kilman model describes possible response strategies:

Avoiding

is a strategy aimed at avoiding a conflict situation
. Characterized by a low orientation towards cooperation and competition. The outcome of a conflict situation is not certain, since the parties try as much as possible to avoid conflict. Therefore, we should expect the conflict to re-emerge.
Competition
(
compete,
rivalry, rivalry) is considered the most ineffective strategy in conflict. Characterized by a low level of cooperation, a high level of competition, ensuring and taking into account only one’s own interests. The conflict is not always resolved to the end, since the other party has not achieved its interests and will try to take revenge next time, which means we should expect a repetition of the conflict situation. Despite the fact that this is the most ineffective strategy in conflict, it is the most common.
Compromise
-

achieved through mutual concessions of all parties to the conflict . With this strategy, no one remains fully in their interests, but it allows them to move on. It is characterized by an average level of attitude towards one’s own and others’ interests; there is a certain buffer that each party is ready to sacrifice for the sake of the common result.
Accommodating

is a strategy characterized by the complete surrender of interests in favor of the other
party . It is essentially the opposite of competition. It is characterized by a high level of cooperation, a low level of protection of one’s own interests, and an orientation towards maximum satisfaction of the interests of the other party. Often this strategy is an extreme tool for preserving relationships.
Collaboration

is
the most productive and effective strategy. It is characterized by a high level of cooperation and a high level of assertiveness. This is a strategy that should satisfy the interests of both parties, but as opposed to a 100% compromise. Cooperation is primarily aimed at achieving a common result. Resolving a conflict situation as a result of using this strategy allows not only to preserve relationships, but to strengthen them.

I wish you to always achieve results and goals, regardless of what strategy you choose. Each has its place depending on the situation, but I would recommend trying to always strive for cooperation.

Completion is not always resolution

Does ending a conflict always mean resolving it? It is important not to confuse the concepts of ending a conflict situation with its resolution.

The end of a conflict is the moment when the actions of the parties end at the current moment in time, the cessation of a dispute for various reasons (fading, escalating into a new dispute, etc.)

Finishing a dispute now does not guarantee that it will not arise again after some time. This is due to the fact that the source of the conflict has not been resolved, and the parties have not achieved any result.

Conflict resolution involves the conscious use of methods and techniques aimed at correcting the negative situation that has arisen.

A resolved conflict allows the parties to reconcile and no longer return to the subject of the dispute.

Thus, a conflict can arise in any area of a person’s life as a result of a clash of his interests with the interests of other people.

There are many ways to resolve conflict. It is important to be able to put them into practice before the situation reaches a serious level.

Learn how to communicate with other people if you have different points of view on certain issues in this video:

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Practical work “Social psychology and psychology of management”

Volgograd Humanitarian Academy for Professional Training of Social Sector Specialists

Professional retraining program

Management in education: ensuring the development and effectiveness of an educational organization (620)

Discipline:

Social psychology and management psychology

Practical task 1, Module 1. Fundamentals of social psychology

listener Badenko Elvira Anasovna

Shchekotikhina Irina Vyacheslavovna

Volgograd – 2018

The assignment is checked by the teacher. To receive a grade, upload your work to the system. The maximum score for the task is 25 points.

Exercise 1.

Fill the table