The conflict can be conditionally divided into two components: external (objective) and internal (subjective, psychological). We will begin our analysis of the conflict by examining its psychological side, outlining its most important components. We have already mentioned some significant subjective points earlier, touching on the problem of interests and needs, as well as the perception of a conflict situation and emotional tension. Now let us dwell on some psychological correlates of the conflict process itself.

The subjective side of the conflict is represented by a multitude of psychological elements involved in any human activity. These are analytical actions and the decision-making process, emotions and memory, social attitudes and value orientations, internal regulatory mechanisms, and much more. Behavior in conflict, however, is a rather specific type of individual, group or mass activity that requires a special functional orientation of various subjective processes.

First of all, behavior in a conflict is often associated with severe frustration, stress arising from the actions of the other side. This leaves a certain imprint on the course of other subjective processes and the nature of the subject's actions. In a situation of strong tension, actions can be performed that are incredible for them in everyday situations, both in the sense of high efficiency of actions, and in the sense of their complete inadequacy, fallacy. People entering into a conflict rarely remain cold-blooded, their behavior is controlled by the strongest negative emotions: anger, rage, etc., sometimes reaching full affect. Serious distortions in connection with these circumstances can occur in the subjective images of the ongoing confrontation that develop in each of its participants. These distortions in perception relate to the intentions and goals of the enemy, the results of his actions, the destructive power of which can be greatly exaggerated.

In a conflict that affects the vital interests of the subject, all its internal resources are mobilized. In groups and large social communities, states, in such cases, an appropriate order and special norms of behavior are usually established. As you know, the presence of an external enemy contributes to the rallying of community members. The individual makes the fullest possible use of his intellectual or physical resources, depending on the nature of the struggle. Subjects wishing to achieve victory make the most of their knowledge, skills and abilities. In many cases, speed of reaction is important, or, for groups and large communities, speed of response. In a conflict, as - we emphasize again - a situation of stress and requiring immediate action, habitual, stereotypical, unconscious reactions are often realized.

The subject participating in the conflict, as a rule, is in a situation of choice, often associated with risk. One should not think that the choice is always rational, thoughtful, weighing all the possibilities. The decision often needs to be made immediately, and the party may not be able to soberly assess alternatives to conduct. Not all alternatives can be realized, the range of choice can be noticeably narrowed, and this is one of the reasons for inadequate actions in a conflict, leading to a worsening of the situation.

But one way or another - consciously or unconsciously - a certain choice is made. The most common and typical dilemmas that arise before a subject forced to make a choice are described in the works of K. Levin and his followers. These are the dilemmas "striving - striving", "avoidance - avoidance", "striving - avoidance" and "double striving - avoidance". The first case of "desire - desire", when the subject must choose between two attractive alternatives, we believe, is not typical for a conflict situation, usually associated with the maximum restriction of all positive alternatives and the constant presence of undesirable alternatives. Therefore, we will focus on three other cases.

1. The avoidance-avoidance dilemma. This is a situation where you have to choose between "two evils" without acquiring anything. The internal problem here is essentially what solution will allow incurring less losses and more likely to preserve the existing potential, energy resources, etc. (including those necessary to continue the struggle). The classic rogue attack line is "Trick or Treat?" describes this case. In such a situation, the aggressor state usually puts a weaker state, which often prefers to pay tribute rather than lose political independence. During a massive military offensive by the enemy, the retreating side also makes a similar choice, as did, for example, the well-known military council in Fili, which decided to save the army at the cost of surrendering and plundering Moscow.

2. The desire-avoidance dilemma: in this situation, the same thing attracts and repels at the same time, as, for example, it can be in the case of attempts to use violence in interpersonal or interstate confrontation. On the one hand, these actions are quite effective and can bring a quick victory, but, on the other hand, they can cause an equally massive response and, moreover, may be judged as illegal. Incidentally, this example shows that the problem of choice in a conflict is closely connected with the operation of social normative mechanisms.

3. The dilemma of "double aspirations - avoidance". This dilemma, in our opinion, is the most typical for conflict. It is associated with a complex of conflicting assessments of the situation, when not one, but two (and in reality - several) alternatives are seen as both positive and negative sides. It is this problem that confronts the subject, who chooses, for example, between a direct attack and a detour, which allows him to take the enemy by surprise. Each option promises its benefits, but each is fraught with losses: in the first case - in strength, in the second - in time.

How is the choice of solution under these combinations? According to psychological research, the value of a behavioral tendency (the power of choice) depends simultaneously on two variables: the value of the goal's valency (i.e., its value, its attractiveness for the subject) and the distance to the goal that the subject has to overcome. It is clear that the psychological distance to the target is not reduced to spatial remoteness. This may be a distance in time, the number of necessary intermediate actions or their complexity, the effort required for this, etc. And the attractiveness of the goal is a fickle and ambiguous value.

N. Miller put forward a number of hypotheses concerning the peculiarities of resolving internal contradictions in the cases under consideration: 1) the tendency of striving is the stronger, the closer the goal (gradient of striving); 2) the tendency to avoid is the stronger, the closer the fear-inspiring object (avoidance gradient); 3) the avoidance gradient grows faster than the aspiration gradient (this means that the danger is perceived more strongly than the benefits from a possible confrontation); 4) in case of conflict between two incompatible reactions, the stronger one wins; 5) the strength of the reinforced response tendency increases with the number of reinforcements (in other words, the frequency of conflict episodes significantly affects the behavior of the participants).

These observations make it possible in some cases to explain the choice by the parties of their line of conduct in the conflict. Of course, this choice depends on many other psychological factors: intellectual, emotional, volitional, as well as on a combination of external (including completely random) circumstances. It can be random, unconventional, even paradoxical. The actual solution is sometimes difficult to predict. But if we proceed from the premise that, nevertheless, this solution must be sufficiently rational, then some light on this side of the issue is shed by research on game theory. Let's dwell on them in a little more detail.

Emotional aspects of conflict situations.

Conflict interaction in the emotional and dynamic aspect

Whatever the basis of the conflict, it always proceeds “in the following sequence:

a) The gradual strengthening of the participants in the conflict through the introduction of more and more active forces, as well as through the accumulation of experience in the struggle;

b) Increase in the number of problem situations and deepening of the primary problem situation;

c) Increasing the conflict activity of participants, changing the nature of the conflict, in the direction of its toughening, involving new people in the conflict;

d) An increase in emotional tension that accompanies conflict interactions, which can have both a mobilizing and disorganizing effect on the behavior of conflict participants;

e) Change of attitude to the problem situation and the conflict in general”. Various typologies and classifications of conflict interaction are based on various grounds.

But any typology makes it possible to “expand” the emotional dynamics of the conflict participants in terms of tension repeating the conflict itself. Here is a typology in which the development of emotions is a system-forming factor.

On the basis of socio-psychological descriptions of various conflicts that arise between different people in specific situations of their interaction, the following types of interpersonal conflicts can be distinguished as the most common, more common ones.

The most common is sensual-affective type interpersonal conflict. It is characterized by the fact that the conflict interaction between two subjects begins with a rather sharp, emotionally colored and unpleasant for the partner question addressed by one of them to the other. The second partner, experiencing hostile and sometimes hostile feelings towards the first, tends to ignore everything related to the opinions, assessments, tastes, preferences of the first of them, does not answer his questions, ignoring him, avoids friendly understanding with the partner, reducing his communication with him down to the bare minimum necessary and formal. Two features emerge from the resulting conflict.

The first of these is that conflict situation unfolds gradually, irritation and anger are pumped up, as it were, gradually, not immediately leading to conflict interaction.

The second feature is that the conflict interaction in this case expresses the different orientation of the positions of the rivals. The first of them, striving to get answers to his questions and not receiving them, begins to get annoyed, angry and express more and more hostile attitudes towards the second, enters a state that does not allow him to control his words and actions. The second, on the contrary, seeks in every possible way to get away from direct interaction with the first, ignoring his words, feelings, emotions. His ignoring position enhances the negative emotional reaction of the partner and thereby provokes the emergence of interpersonal conflict interaction.

Uncompromising type interpersonal conflict is characterized by the fact that it begins with mutual remarks, reproaches, claims to each other. In the course of the development of a conflict situation into a real conflict interaction, both parties in this case continue to express their dissatisfaction with each other, put forward more and more new claims and accusations against the partner. In such a conflict, its destructive function, as a rule, intensifies as the interaction between the warring partners develops, and the rivals do everything to spite each other.

emotionally disturbed type interpersonal conflicts begins with the emotional aggressiveness of one of the subjects of interaction. It is characterized by emotional dissatisfaction and dissatisfaction of partners with each other, expressed frankly, sometimes in a harsh form in the process of conflict communication. The beginning conflict is characterized, as a rule, by the lack of desire to calmly understand the causes of the ensuing hostility and unwillingness to understand one's partner. His desire to offend, humiliate a partner is manifested in demonstrative and destructive behavior, which, moreover, is often not controlled by him. For his partner, who entered into a conflict interaction with him, it is common to misunderstand the causes of the conflict and evaluate the behavior of the other as wrong. Such a conflict is protracted and leads to the mutual formalization of interpersonal interaction, which is characterized by the curtailment of the communication process to the minimum necessary.

Politely touchy type interpersonal conflict is characterized by the fact that it begins with the expression by one of the partners of disagreement with the point of view of the other or with the latter's assessment of a particular phenomenon, person, his actions, etc. It is specific for him to use a polite form of addressing an opponent (sometimes even emphatically polite), as well as feelings of dissatisfaction with himself for entering into a conflict interaction. In this case, both partners most often show mutual readiness for reconciliation, which can be easily realized, often with mutual apologies.

Aggressive type Interpersonal conflict interaction is characterized by the fact that both its participants are characterized by destructive behavior, in which emotions suppress reason. Due to the fact that one of the conflicting parties is unable to control his words and actions, and the other is overwhelmed with negative emotions, their interaction is often accompanied by mutual insults, reaching a sharp skirmish - in the form of a verbal squabble, tantrums, and sometimes fights.

The role of emotions in a conflict situation

In a conflict situation, emotions play a significant role. Sometimes emotions can make you act irrationally. The art of managing your own emotions is the ability to direct them in the right direction. Reactions based on emotions often lead to conflicts, and in a conflict situation they lead to an escalation of opposition. Such a development of events is negative both for the opponents themselves and for the team. Let us turn to some features of emotional response in a conflict situation.

Anxiety- a mental state of anxiety experienced by a person without a clear awareness of its source. This emotional condition characterized by tension, anticipation of unfavorable developments. It includes a complex of emotions: fear, grief, shame, guilt, interest and excitement.

Anxiety- the individual's tendency to experience anxiety: it can become a stable personality trait - to perceive threats to one's "I" in various situations and respond to them with increased anxiety. In a conflict situation, the anxiety of such a person causes certain reactions: all sorts of attempts to escape from a dangerous situation - both in the form of verbal or physical aggression, and in the form of stupor, numbness, inability to analyze.

An anxious person perceives the world as carrying a potential danger and strives for peace at any cost, avoiding conflicts and not defending his interests. Anxiety can lead to increased personality conflict. An increased level of anxiety leads to the emergence of defense mechanisms that help get rid of anxiety.

Emotional rigidity expressed in lethargy, inertia of emotional responses to a changing object. Thoughts, actions, emotions of the current conflict arise not only under the influence of what is happening in this moment but also under the influence of deep subconscious processes. If we limit the expression of such emotions as fear, anger, then we reduce our ability to adequately perceive reality.

Emotions are mostly controlled unconsciously. People with increased control over negative emotions and people with reduced or normal control will express them (emotions) differently in a situation of conflict. And the external expressions of emotions (expressions) will be different, and this does not contribute to a constructive resolution of the conflict.

Psychological aspects of the main types of interpersonal conflicts

Interpersonal conflicts we consider it as a state of interaction between the subjects of communication, perceived and experienced as a significant socio-psychological problem that requires its resolution and causes the corresponding activity of the parties. Conflict interpersonal interaction is characterized by:

 the presence of disharmony, imbalance in the relations of subjects;

blocking the ideas or interests of the communication partner;

 clashes over the discrepancy or impossibility of realizing values, goals, needs;

the aggressor's claims to the opponent's individuality by suppressing, ignoring, devaluing his merits;

Purposeful influence on the inner world of another with the aim of enslaving and oppressing;

- the presence of claims for exclusivity, originality, for the ultimate truth, for increased control over everyone and everything;

burden of interaction with negative emotions and attitudes.

Interpersonal conflicts are realized mainly at the psychological and socio-psychological levels of functional systems.

Conflicts psychological level may be of the following types.

Personal conflicts - these are purely psychological, often emotional conflicts , associated with personal perception emotional reaction on the behavior and actions of other people, with a divergence of views, etc. Such conflicts are caused by: excessive dependence, role tension, feelings of envy, hostility, antipathy; quick reaction of the subject to the infringement of his interests; intrapersonal problems and personal characteristics of subjects.

The main types of personality conflicts:

conflict of requirements, characterized by the incompatibility of the requirements for oneself and the capabilities of a person;

conflict of duty and personal motives;

Demoralization conflict is a situation where a person accepts demands but rejects moral norms.

Need conflicts due to the contradiction between desire and reality due to real or apparent limited resources; due to the ratio of short-term and long-term needs (for example, the birth of a child and its material and spiritual security). These conflicts take the form of:

unfulfilled desire in situations of choice:

- between instincts and feelings of moral order (responsibility, self-esteem);

- between the satisfaction of a forbidden desire and the threat of punishment;

- between mutually exclusive desires;

- between two dangers, etc.

experiences (suffering) about the impossibility of fulfilling vital needs: self-affirmation, recognition, unity of the “I”, etc.

To prevent this most common type of conflict, it is important to create living conditions where vital needs can be satisfied, otherwise there is an effect: the suppressed need goes into accumulation mode, and then is realized, but by force.

Conflicts of interest characterized by the desire to achieve something, change or maintain something in their behavior and life. Such conflicts are realized through the transition of activity into some objective result. The subject of socio-psychological interest in the conflict is the possibility of obtaining approval, recognition, power, wealth, prestige, etc. For example, this may be the desire of a person to stand out in the crowd, by all means to assert himself in a position of superiority over others. Thus, the main interest here is the act of self-assertion at the expense of the other.

Relationship conflicts arising on the basis of contradictions between the forms of unity: with nature, with people, which determine the potential of human life energy. With constructive unity, the potential increases, with a negative variant, a decrease in vitality is noted and a depressive state occurs. Here you can highlight:

Hopelessness conflicts , characterized by the fact that the relationship and­ The ratio of opponents to each other clearly does not coincide, i.e. one is positive and the other is negative, and both do not want to change their attitude.

Uncertainty conflict it is possible in two versions: when one of the opponents treats the other positively, and the second is indefinite; when one is negative, and the second is vague.

Attraction-fear conflict It is characterized by the fact that the same person evokes both a positive and a negative attitude towards himself at the same time, any movement aimed at rapprochement with both an attractive and unattractive object is inhibited at a certain psychological distance, balancing the desire to get closer and move away.

Bias conflicts , characterized by the perception of a person in accordance with a stereotype: a child, an old person, a representative of a certain profession, a representative of a certain nationality. The following verbal utterances are symbols of attitude bias: “I have known for a long time”, “I have long wanted to say”, etc.

Motivational conflicts which are based on unconscious desires for both possession and security. Such conflicts are caused by contradictions:

between two positive trends (buridan's donkey situation);

between equally unattractive but mutually exclusive possibilities (a choice between two evils);

between equally attractive and unattractive opportunities (there are many pros, but also many cons).

In such cases than closer man to the chosen goal, the more its attractiveness increases, and vice versa, the attractiveness of the goal from which the person moves away decreases. The opposite is also possible: when approaching the chosen object, the reaction of rejection of the chosen one occurs, and the rejected object becomes more and more attractive, which prompts the person to return to the original state.

cognitive conflict due to the cognitive dissonance of the interacting parties. For example, when one of the opponents operates a system of concepts that is inaccessible to the other; or in a situation where the content of the interaction has an emotional coloring, perceived by the opponent as aggressive, carrying intervention; or when the opponent is intuitively aware of his own cognitive inferiority in comparison with the opponent.

emotional conflict characterized by predominantly emotional content. Such conflicts have intrapersonal emotional problems, complexes, ambitions, unfulfilled needs and desires that interfere with the interaction process. Also, the basis of such conflicts is the lack or insufficiency of empathy (empathy for another person), a negative attitude towards oneself, others, and the world. According to the degree of emotional saturation, the following types of conflicts are distinguished:

emotionally rich, positionally multidirectional, focused on ignoring opponents;

emotionally unrestrained, characterized by actively opposing positions of the parties, aggressively saturated, uncompromising behavior of the parties;

Emotionally restrained, polite, positionally not fixed, characterized by compromise forms of behavior.

Reaction conflicts obstacles to achieving the goals of professional and personal development; to violations of social norms; in a situation where the individual characteristics of employees affect their business contacts with higher or lower officials; when there are competing groups and subgroups; in situations of establishing a group hierarchy and distribution of rewards.

Conflicts of the socio-psychological level can be of the following types.

Communication conflicts they are based on the features of the communicative process, they can be focused on cooperation or competition in interaction; on the perception of similarities or differences conflicting with the interpretation corresponding to attitudes towards each other. An important point here is also the motivation of the parties and their orientation either to the task - this is assertiveness in solving the problem: or to the individual - this is the solution of their tasks, often at the expense of another person.

Activity conflicts based on the discrepancy between the procedural and motivational aspects of activity, for example, outwardly, a clear execution of any actions is required, and in internal processes, orientation towards the motivation of creativity prevails. Then the confrontation with the requirements is manifested outside and professional failure is produced.

adaptation conflicts. These are conflicts between the requirements of reality and human capabilities (physical, psychological, professional). Such conflicts are caused by: the assimilation of intraorganizational norms; adaptation skills; reactions of the members of the labor collective to structural changes and innovations.

In an adaptive, constructive version, they are aimed at real changes in the personality through the analysis of the situation and the search for constructive solutions.

In the maladaptive, protective version, there is a focus on convincing others that a person needs to be perceived in a different way.

Outwardly, this manifests itself in the absence of the ability to develop a certain life position, in depressive symptoms; in active resistance to any kind of influences and interactions; in maintaining the status quo as the most important task in life.

Moral conflicts , which are an integral part of any other conflict and are indicated by confrontation:

between desire and duty,

Between moral principles and personal attachments (V.S. Merlin),

between the desire to act and social influences;

between socially necessary personal qualities and their expression.

Such conflicts are manifested in the confrontation of aspirations for positive self-esteem and evaluation of others.

Role conflicts containing in their basis the confrontation between role behavior and human activity. For example, a school principal requires and expects one line of behavior, while a teacher's colleague is completely different, even opposite to these expectations. Their implementation is characterized by a dissonance between professional claims and real human capabilities. Such conflicts are expressed in the following main forms:

the conflict “I and the role” as an experience of the impossibility of fulfilling the role, which can be conscious, and then it is stimulated by the development of abilities; or unconscious, but intuitively felt, then the person goes into protective forms and nurtures his own complex of professional incompetence;

“Role conflict” occurs when different roles of a person make conflicting demands on him. For example, being a good family man (the role of father, mother, husband, wife, etc.), a person should spend evenings at home, and the position of the head obliges him to stay late at work;

conflict "role and I" as an experience of immersion in the role and the difficulty of conditions for its implementation. For example, at work, work overload or, conversely, lack ofwork, if necessary, be at the workplace.

Behavioral conflicts in his based on an impulsive, instinctive, emotionally saturated nature of reactions to interaction (for example, without realizing his behavior, a person shows a basic instinct of possessiveness on everything that falls into his view, while other people who find themselves in this zone are perceived as a foreign body that must be removed, sometimes by any means); the use of a strategy of rivalry, excessive demonstration of the states of one's own inner world, regardless of the situation; selfishness, lack of proper culture of behavior. This is the brightest side of the conflict, this is what all participants in conflict actions pay the most attention to.

Responsibility conflict - the subject of the dispute is responsibility or independence. These are cases of insufficient or excessive responsibility, or situations where people, due to mutual misunderstanding (due to different points of view), accuse each other of insufficient or excessive responsibility. This is a trap of responsibility, from which you can get out if you develop a common point of view on this problem. That is, the basis for resolving the conflict is the recognition of the charges, if they are objective, and in the case when you are accused of something that you did not commit, try to understand why you are considered guilty.

A person who accepts excessive responsibility dominates the one who concedes this responsibility, and if the concederer acts against his will, he has a feeling of humiliation, resentment, hostility. In turn, the former also feels dissatisfied, since the responsibility falls on him as a heavy burden.

This conflict has its own characteristics of occurrence:

 in the family where it is caused by: lack of knowledge about the need for such responsibility; different priorities in life; lack of need for such knowledge, i.e. a person does not suspect the need for responsibility, since the first one does it; the presence of different ideas about some trivial moments of life (cleaning apartment­ shooting galleries, repairs, etc.);

In a situation of cooperation in the conditions of production activity, excessive responsibility arises when one feels the need for this and, unwittingly, takes a leading position; as well as in situations where there is no faith in the strength and ability of employees; in such situations, the first is offended by loneliness and excessive workload, and the second by a sense of dependence and loss of identity.

Depending on the age stage conflicting and from the sphere of occurrence interpersonal conflicts can be of the following types.

Conflicts of age development : children, adolescents, youth, conflicts of youth, adulthood, adulthood, old age.

Family: matrimonial, confrontation parent - child, child - child.

Production :

in the educational environment: teacher-teacher, administrator-teacher, teacher-parent; student-teacher, student-student, etc.

in the healthcare sector: doctor-administrator, doctor-physician, etc.

in industry and commerce,

In the field of transport services, etc.

So, interpersonal conflicts are indeed a “disease” of both the social space and the individual, who includes hypocrisy, greed, envy, etc. in his life. Among the main preventive measures for destructive interpersonal relationships are:

awareness and structuring of various kinds of problem areas of interpersonal relations, their reorientation in a positive way;

Education of a culture of emotional behavior through teaching the rules of behavior in conflict;

formation of communicative competence;

acquaintance with the theory of human mental development;

training in the ability to work with information in a conflict situation;

 work on the formation of the motivational sphere of the subject;

Psychological and organizational support in the implementation of human needs; and etc.

A. Schopenhauer has a wonderful statement that a holistic, constructive person, like a successful state that does not need external borrowing, does not need external conquests and self-affirmation at the expense of others. Therefore, the main means of preventing interpersonal conflicts is to work on the formation of a harmoniously developed personality. This is especially relevant today in the context of building a new, humanistically oriented society.

Conflict is the most important side of the interaction of people in society, a kind of cell of social life. This is a form of relationship between potential or actual subjects of social action, the motivation of which is due to opposing values ​​and norms, interests and needs. The essential aspect of social conflict is that these subjects act within the framework of some wider system of connections, which is modified (strengthened or destroyed) under the influence of the conflict.

Most general definition conflict (from lat. conflictus - clash) - a clash of conflicting or incompatible forces. A more complete definition is a contradiction that arises between people or teams in the process of their joint labor activity due to a misunderstanding or opposition of interests, a lack of agreement between two or more parties.

Conflict is a fact of human existence. Many people perceive human history as a never ending tale of conflict and struggle. Nowhere are conflicts more evident than in the business world. There are conflicts between firms, companies, associations, within the same organization, etc. The conflict that arises in the organization is called organizational. These are, in particular, confrontations, contradictions, etc.

Organizational conflict can take many forms. Whatever the nature of organizational conflict, managers must be able to analyze it, understand it, and manage it. Some firms introduce the position of an employee relations manager (conflictologist) into the staffing table.

When the conflict in the organization is unmanageable, it can lead to confrontation (structural divisions of the organization or members of the micro or macro team stop cooperating and communicating with each other). Ultimately, such a situation of disunity will lead to the degradation of the team and the organization as a whole.

Most associate conflict with aggression, arguments, hostility, war, and so on. There is an opinion that the conflict should be avoided if possible or immediately resolved as soon as it arises. However, it should be borne in mind that conflict, along with problems, can also bring benefits to the organization. Because of this, managers often deliberately encourage conflict to revive an organization that is rotting. It is believed that if there are no conflicts in the organization, the labor collective, then something is wrong there. There are no conflict-free organizations in life: it is important that the conflict is not destructive. The task of the manager is to design a constructive, resolvable conflict. To benefit from it, you need open, non-hostile, full support. Environment. If such an environment exists, then the organization only gets better from the presence of conflicts, since a variety of points of view provides additional information, helps to identify more alternatives or problems.

However, one should not discount the fact that individual, most often interpersonal conflicts are destructive. The manager should also be aware of this, since people who differ in their professional training, life experience, individual character traits and temperament, etc. participate in joint activities. These differences inevitably leave their mark on assessments and opinions on issues that are significant for the individual and the organization, sometimes give rise to confrontation, which, as a rule, is accompanied by emotional excitement and often develops into conflict. In some cases, clashes of assessments and opinions go so far that the interests of the cause fade into the background: all the thoughts of the conflicting parties are directed to the struggle, which becomes an end in itself, which negatively affects the development of the organization. The conflict model is shown in fig. one.

Fig.1.

What is the nature of the conflict? Any conflict is based on a situation that includes either opposite positions of the parties on some issue, or opposite goals or means of achieving them in given circumstances, or a mismatch of interests, desires, inclinations of opponents, etc. The conflict situation, therefore, necessarily includes the objects and subjects of the conflict. This is the basis of the conflict.

In order for the conflict to develop, an incident is necessary when one of the parties begins to act in a way that infringes on the interests of the other. An incident can arise both on the initiative of the subjects of the conflict (opponents), and independently of their will and desire - due to objective circumstances or chance.

Conflict situations can also arise on the initiative of opponents or objectively. In addition, the conflict situation can be "inherited", pass to new opponents. It can be created intentionally by opponents - in order to achieve certain goals in the future, but it can be generated, albeit intentionally, but without a specific goal, and sometimes to the detriment of oneself. The same applies to the incident.

In the development of each conflict, it is possible to fix the emergence of a new conflict situation, its disappearance and the termination of the incident. Any change in the conflict situation leads to the termination of this conflict, and, possibly, to the beginning of a new one.

From the graph (Fig. 2) it can be seen that conflict-free (indifference of all to everything) and a very high conflict cause a decrease in the efficiency of the organization. Thus, there is an optimal level of conflict (a zone from point A to point B), which ensures the normal functioning of the organization.

Rice. 2.

If the conflict situation is under the control of management, then such conflicts are called functional. They have a positive impact on the effectiveness of the organization and are useful for it (range AB). Functional conflicts can arise at meetings, councils, business disputes, etc. The parties involved are usually in control of themselves and the situation.

If the situation gets out of the management's control, the conflict becomes dysfunctional. Dysfunctional conflict leads to a decrease in the personal satisfaction of employees, the effectiveness of group cooperation, leads to hostility in relationships, to injustice in the distribution of resources, forces them to act against their will in favor of one of the parties.

The consequences of the conflict depend mainly on how effectively the manager manages it. In this regard, it is necessary to know not only the nature, but the types of conflicts.

Even more. A harmonious natal chart does not carry energy resources closed by conflict aspects. If the aspect is harmonious, a person in the area to which this aspect relates well and comfortably, he will be quite lucky. But a person with a conflict aspect, having worked through it, will open an energy resource closed in this conflict and will achieve more success in this area than a person with an initially harmonious aspect.

Once upon a time, I was generally far away from you with astrology, I didn’t perceive it at all. But I was lucky with a friend, a good astrologer. And while I loaded her brain with my developments from extrasensory perception, answered her questions, she simultaneously loaded me with astrology. "Swearing" in different words I did not understand, said a lot of theory, which my brain refused to accept in principle. But one day my mind gave up.
It was her visit in Kyiv, in my free time from walking around the city I worked with her as a parapsychologist, she, in her free time, loaded me with astrology, but already sitting next to me and showing natal charts of many different people. My block in the brain could not withstand such a powerful onslaught and fell off. At some point, sitting next to her, I suddenly saw someone's natal chart in volume and suddenly began to understand it directly. We went nuts, and immediately began to use this new opportunity. A friend showed me a card of one of her friends, I said what I see on it. Someone saw the original purpose, personality conflicts, what transformations were expected from a person. Someone has more work, personal life and a fat plan.
It was very interesting with one card: I examined it and gave out information. What de, this is apparently a man, a rather problematic person in terms of gouging, drinking, changing jobs, prone to depression, self-flagellation, despondency. Therefore, it thumps. She also said that he may have a child, a daughter, born of him in his youth.
In response, a friend told about this man. Yes, this is a man, she couldn’t tell me anything about the child, because. she had no such information. Yes, in the past this person was prone to despondency, depression, job changes, booze, was rather optional. Then for some time he withdrew from the world, went somewhere, it seems to the east, became interested in the Vedas. Now he is calm, bright, leads a healthy lifestyle, is quite balanced and glows from the inside. Showed a photo. An open anahata full of light, happiness, joy and harmony came from this man.
That is, reading his natal, I read the given, the predisposition of this man, and his conflict aspects. Having transformed them in an accessible way, with the help of Vedism and the search for inner light, a person has changed. Surely it will continue to change.

Let me give you one more example. At the reception, a young woman, she has constant breaks with partners. Moreover, she strives for them, strives for a relationship, gets married, makes plans, but having entered into a relationship with a man, she very quickly turns from a happy self-sufficient woman into something depressing, unhappy, she wants to destroy everything, she strives to break out of this relationship. And so with her every time, without exception. The men that come to her are exceptionally good, one can even wonder where the world picks up such good men for her. But the result: depression, breakup. What's in natal? Venus is in conjunction with Uranus in Scorpio, and in conflict with Jupiter. And the Sun is in the 1st house. We begin to look at all this from the inside according to the natal arrangement, how it all works.
Venus in Scorpio - with reduced energy, but when a girl does not have a relationship, Jupiter feeds her. She is happy and feels good. There is a meeting with a man, and very quickly the girl is distracted from herself, from development (from the Sun in the 1st house), begins to perceive the world through the prism of "we", build a nest and move away from her main task. On this, Jupiter removes Venus from providing energy, because it is her actions - to nest and be distracted from herself. And, finding herself almost without energy, Venus falls (energetically) - the result: depression, despondency ... Here Uranus, who is in conjunction, takes Venus by the hand and tells her "let's go," she immediately agrees and does everything to destroy the union. Can this be transformed? Of course. By convincing this young woman to always be herself and, first of all, to realize the tasks of her Sun in the 1st house. Paying attention to nesting is dosed, exactly as much as required, and not swell into it with all oneself.
I often meet in the natals of people the squares of Venus and Uranus, or their combination. Yes, that's part of the breakup. But there are always reasons for its spin, which are viewed and then worked out by a person.