INTERPERSONAL, INTRAGROUP, INTERGROUP CONFLICTS, WAYS FOR THEIR RESOLUTION AND FORMS OF PREVENTION

Intergroup conflict is a disagreement, divergence, clash of interests of social groups, collectives, communities of individuals, rather than individual subjects. This type of confrontation is most often generated by rivalry within an organization over spheres of influence, due to the struggle for insufficient resources. Also, intergroup conflicts are characterized by a clash between formal or informal groups that have completely opposite attitudes and goals.

What is intergroup conflict? Confrontation, arising as a result of intergroup interaction, is a clash between groups of people or individual members of these social communities who consider themselves and those around them to be participants in group relations, members of groups interacting in intergroup space.

Intergroup conflict, an example of confrontation between trade unions and administration, is considered the most striking example of intergroup confrontation.

Examples of interpersonal conflicts

Professionals argue that interpersonal conflict in psychology is an integral part of life in human society. It is caused by a large number of reasons mentioned above. Which is why examples in real life can be found everywhere:

1. The boss gives an interview to a local newspaper about the activities of his company. After the issue is published, he realizes that many facts have been distorted by the journalist. The parties meet and the editorial staff member refuses to issue a retraction, citing his interview notes.
2. Students in one dorm room argue over who should do the cleaning. One believes that everyone should take turns cleaning up, while the other is sure that the one who litters the most should clean up more often.
3. A husband and wife cannot find a common language regarding raising their son. An interpersonal conflict flares up when a preschooler refuses to dress himself, asking his parents to do it. The father forbids the mother to dress her son, but she still helps the child.

Is it a destructive conflict? Which

Conflict is a contradiction of interests and views of individuals or groups. Psychologists. individuals are encouraged to learn how to manage conflict. In this case, all parties will be able to express their vision and come to a consensus.

Destructive behavior is characterized by the inability to adequately perceive the opinions of others.

In this case, there are two options for managing Destructive:

1. confrontation - the individual deliberately aggravates the conflict, insults the individual, is overly emotional, provokes aggression towards the opponent, thereby aggravating the situation.
2. In this case, in the Conformist case, a person submits to his opponent without reservations, even if he does not agree with him.

Concepts and examples

Intergroup conflict is defined as a clash of interests , disagreements between groups or an individual and a social group.

Most often occurs within organizations. However, larger-scale options are also known - class struggle between countries.

There may also be a clash between the formal and informal groups, when opposing attitudes and goals .

In any team, in addition to the appointed leadership, sooner or later informal groups with their own leader appear. He is often the instigator of clashes, provoking other members of the community to follow him.

Each person, as a rule, is a member of some social group . He accepts her ideas and direction.

In this case, confrontation may arise with another social group when these ideas and goals do not coincide. Differences may relate to working methods, ideology, methods of management, subordination to the leader.

Often there is a conflict between an individual and a group when he categorically disagrees with its requirements, methods of work, moral and other norms.

One example of intergroup conflict is a trade union and the administration of an enterprise , two departments competing with each other. A conflict between an individual and a group is an individual worker who clearly stands out from the team, a “black sheep.”

Indicators of intergroup conflict in this video:

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Conflict culture of personality

Regardless of whether there are international conflicts, examples of which most clearly demonstrate the destructive nature of the conflicting behavior of the parties; or we are talking about a minor quarrel between work colleagues, the optimal way out seems extremely significant. The ability of the opposing parties to find compromises in a complex disputed situation, to restrain their own destructive behavior, to see possible prospects for further cooperation with real opponents - all these factors are the key to a possible favorable outcome. At the same time, no matter how important the total role of state policy, economic and cultural-legal systems in society is, the origins of this trend are in certain specific individuals. Just like a river begins with small streams.

We are talking about a conflictological culture of personality. The corresponding concept includes the ability and desire of an individual to prevent and resolve social conflicts (Samsonova N.V.). In this case, it is advisable to recall the concept of “constructive conflict”. Examples of modern conflicts (given their aggravated and large-scale nature) demonstrate, rather, the absence of any constructiveness in conflict interaction. In this regard, the concept of conflictological culture of the individual should be considered not only and not so much as one of the conditions for the optimal resolution of controversial situations in society, but also as the most important factor in the socialization of the personality of every modern individual.

Peculiarities

Conflicts in groups and between them have the following features , which are taken into account when searching for resolution methods:

• the ability to involve masses of people in it, regardless of their desire;
• the nature of the deployment - has a logic of construction, regardless of the conscious aspirations of the participants;
• whether structural violence is present;
• direction - each conflict has some purpose, the need to achieve a certain result, the behavior of its members, obtaining the necessary resources, power;
• belonging to a certain institution - political, economic, ethnic;
• additional sources in the form of belonging to a specific social group;
• the persistence of a conflict situation even after the grounds for it disappear, while the damage caused to society or an organization in intergroup conflicts is higher than in interpersonal conflicts.

Intergroup conflicts require immediate resolution. In a separate organization, they disrupt the work process, cause loss of profit, and dismissal of valuable employees.

Features of interpersonal conflicts

You can distinguish interpersonal conflict from other types of contradictions by the following characteristic features:

1. The concept of interpersonal conflict applies to the direct interaction of two or more individuals based on conflict or personal motives.
2. Various forms of interpersonal conflict can arise due to the entire range of known causes, from specific to general.
3. Such a confrontation is considered a kind of test of character, temperament, will and other individual mental characteristics.
4. This form of communication is highly emotional and covers all areas of relationships.
5. Conflicts can affect the interests of not only the warring parties, but also their environment.

Stages of development of interpersonal conflict

With any constructive or destructive confrontation, a specific specific structure of interpersonal conflict is observed. It consists of the following stages:

1. Pre-conflict, that is, the state of affairs the day before.
2. A plot or an incident. This is the first clash between the parties on a convenient occasion that has arisen.
3. Increase or escalation of the conflict. It consists of a series of actions and responses by the parties.
4. The culmination or highest point of passion in an interaction. It leads to the fact that the parties realize the pointlessness of carrying out hostile actions and the need to find a way out of the current situation.
5. Completion. This may be due to the parties’ search for a solution to the crisis or other reasons.
6. Post-conflict.

Behavior in interpersonal conflict

During the active stage of confrontation, opponents can choose acceptable methods of behavior in an interpersonal conflict. It could be:

1. Violence. The weaker side, emotionally or physically, submits to the opponent who is stronger than it.
2. Disconnection. The parties stop communicating and the conflict dies down until the next clash.
3. Negotiations and reconciliation. This can be either a reasoned adoption of a mutual decision, or the cessation of actions against the opponent by all participants. Then they say that the confrontation subsides on its own.
4. Involving a third independent party to take the conflict to a new level.

Causes

Psychology and sociology highlight the main causes of intragroup and intergroup conflicts.

1. Competition for limited resources . Arises due to a divergence of interests. This could be a claim for finance, market, territory, equipment. One of the reasons is information, or rather, its lack. The group may resent the fact that some are given permission to do a certain activity and others are not. Or one department received a bonus, but another did not receive it. This also includes the struggle for more comfortable living conditions.
2. Unfair distribution of benefits .
   Within an enterprise, there may be uneven rewards for employees. Another reason is the different number of responsibilities with the same reward. Here, the stability of work and the peace of the team is violated by the need of its members for justice.
3. Conflict between formal and informal leaders . In any large team, sooner or later an informal group appears, and it, accordingly, has its own leader. His ideas may not coincide with management and may even have a negative impact on the production process. These conflicts require special consideration and, if necessary, elimination of the informal leader sabotaging the work process. It is worse when an informal leader appears within the country, which causes significant damage to the state.
4. Band size. This factor is no less important to consider. The smaller the group, the more attractive the individual evaluates belonging to it. Conflict with a small group is perceived most painfully, especially if it has an authoritative position in the team. In this case, there is a fear of losing the feeling of being chosen and belonging to the status. On the other hand, tension increases in a small group when new members join it. With large teams this is less noticeable, since the ties that bind are weaker.

Social identity plays a significant role in the development of group conflicts . A person’s natural need is to be part of something, while defending his own interests that intersect with the interests of the group.

However, social psychology knows the phenomena of imposing interests, attitudes, and accepting the goals of a group for the sake of preserving one’s own status and belonging to a community.

Structure and specificity of the conflict

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

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

Conflict between individual and group

This type usually occurs when an individual in a group refuses to act in the same way as the rest of its members, thereby demonstrating nonconformist behavior. Or he commits a certain act that is considered unacceptable in this group, which provokes a conflict. An example is Rolan Bykov’s feature film “Scarecrow” (1983), in which the main character, Lena Bessoltseva, comes into conflict with class. Also a striking example of nonconformist behavior in a group, provoking conflict, is the tragic fate of the Italian philosopher Giordano Bruno.

Types of intergroup conflicts

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

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

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

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

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

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

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

Examples of conflict situations

In society

Social conflicts are best resolved using constructive methods.

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

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

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

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

Between employees

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

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

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

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

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

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

List of used literature

1. Antsulov A. Ya.; Shipilov A.I. Conflictology: Textbook for universities. 3rd ed. – St. Petersburg: Peter 2007 – 496 pp.: ill.- (Series – Textbook for universities).

2. Babasov E. Conflictology Textbook for universities. 2nd ed. Publishing house: amalfei 2012 324s.

3. B. Volkov; N. Volkova. Conflictology Textbook for universities. 3rd ed. Publishing house Academic project 2010 416 pp.

4. Kozyrev G.I. Fundamentals of conflictology:

• textbook M. Publishing House "Forum": INFRA - M. 2007. 320s. (professional education).

5. Kurbatov V.I. Textbook for universities. Phoenix Publishing House. Series Higher Education 2009 448p.

6. Lazukin A.D. Conflictology. Tutorial. Omega-L Publishing House. High School Library Series; 2011. 160 p.

7. Ratnikov V.P. Conflictology textbook for university students studying in economics and management (06000) and humanitarian and social specialties (020000);

2nd ed., revised. and additional M. UNITIDANA, 2007 – 511 p.

8. Svetlov V.; Semenov V. Conflictology Textbook Publishing house St. Petersburg. Series Study Guide. 2011 352s.

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Types of contradictions

1. Internal contradictions are a clash of interests of two parties, represented by individuals, groups or organizations.
2. Antagonistic - open hostility that does not imply a truce; non-antagonistic – accepting compromises).
3. Basic and non-basic contradictions;
4. Objective and subjective contradictions.

At the beginning of any kind of conflict there are contradictions that manifest themselves in social tension; they are latent and static; conflict is an open form of conflict.

Social conflict is a stage of clash of interests of individuals, groups, institutions or organizations that increase opposing tendencies. It is expressed in the confrontation of individuals or groups for the use or possession of a good.

Types of interpersonal conflicts

A large number of characteristics of the same process make it possible to classify interpersonal conflict according to a variety of criteria. In terms of direction it can be:

1. Horizontal
   , when participants have equal rights.
2. Vertical
   , when one of the parties is subordinate.
3. Mixed
   . Such contradictions often arise in organizations.

By meaning there are:

• constructive or creative;
• destructive or disruptive.

Types of interpersonal conflicts are divided by duration into:

1. Situational contradictions.
2. Prolonged disagreements.

Constructive conflict

The concept of constructive conflict means interaction, which ultimately leads to relations reaching a qualitatively higher level. It is possible when the parties:

1. Adhere to ethical and business practices.
2. Pay attention to your opponent's arguments.
3. They strive to resolve the situation, not to win at any cost.

The specificity of constructive interpersonal conflict is that:

1. Thanks to this confrontation, the parties realize that the contradictions that have arisen are an unfavorable symptom of building relationships.
2. In the process of conflict, important disagreements are revealed, the overcoming of which takes interaction to a new, higher level.
3. With proper resolution of the contradiction, factors of disagreement are removed, mutual understanding and cooperation between the parties is established.

Destructive conflict

Often conflicts in interpersonal relationships are destructive or disruptive. That is, one of the participants categorically and firmly insists that he is right, without accepting the position of the second. Such an individual often resorts to a judgmental method of struggle and strives to win the conflict at any cost. With this approach, it is difficult to talk about the correct resolution and reaching a new level of interaction.

Possible consequences of such communication:

1. Destruction or significant deterioration of established relationships.
2. Feeling of resentment, dissatisfaction, anger or irritation of one or all opponents.
3. Low effectiveness of further joint activities.

Interpersonal and intergroup conflicts

Confrontations are a ubiquitous, inevitable and multifaceted phenomenon. They are characterized by great diversity. Every clash between conflicting parties is unique, differing in the forms of interaction between the parties, the reasons for their occurrence, results and consequences.

Interpersonal conflict is a clash between two, sometimes more, individuals.

Intergroup conflict, its concept includes confrontation between social groups. Moreover, it can also arise between individuals, provided that each of the subjects of confrontation represents not personal interests, but the needs of the social community. As individuals, such subjects may not be directly in conflicting relationships with each other, but opposition between them as members of the corresponding social communities will exist.

Intergroup conflict examples from life can be given as follows. Citizens of states at war with each other may not personally fight with each other and may even be on friendly terms, but by representing their states in this clash, they become involuntary participants in the conflict.

Confrontations between individuals and communities of individuals can be different. For example, a subject in a confrontation may oppose the entire group as a whole, or, as a member of this collective, may find himself in confrontation with representatives of another group.

Thus, a conflict is called interpersonal when both parties involved are separate individuals. Conflict is called intergroup when it arises between groups of individuals. If one of the parties involved in the confrontation is a collective, and the other is represented by a separate subject, then such a clash is called personal-group. If individuals are involved in the described confrontation situation, the conflict is called personal. In cases where the confrontation covers the group as a whole, it acts as a group one.

Role conflicts are considered a type of group and at the same time interpersonal conflicts, in other words, clashes between individuals based on the performance of social roles that are incompatible or contradictory to the roles assumed by other people in contact with them.

So what is intergroup confrontation? This type of clash can occur between large (eg ethnic, religious) and small groups, formal groups and informal groups.

Three key features of intergroup conflicts can be identified. First of all, the nature of intergroup differences should be determined by the content of a number of its constituent elements. For example, when analyzing such confrontations, it is necessary to take into account the individual content of the subject of the confrontation situation, which is in the nature of collective views, judgments and assessments. The description of a typical individual component of a situation of confrontation of intergroup conflict interaction can be reduced to the following phenomena:

- inadequate group comparison (the group evaluates itself higher than its opponents, while underestimating the merits of the opposing side);

— deindividuation of mutual perception, that is, members of opposing teams perceive themselves and their rivals according to the “us – them” model;

— group attribution due to external conditions.

Secondly, the features of intergroup confrontations depend on their classification:

— confrontation between the manager and the staff;

— confrontation arising from differences between the administration and trade union organizations;

— clash of divisions within one organization and confrontation between micro groups within a large one;

— large-scale confrontation between different organizations;

— confrontation between informal groups in society.

Thirdly, the conflicts observed between groups of subjects differ in the forms they take.

Forms of intergroup conflict: meetings, meetings, team rallies, discussions, strikes, meetings of leaders, negotiations.

The forms of manifestations of intergroup confrontations are as diverse as the interests, goals, values ​​that unite different people in communities, the conditions for the existence of such communities, the ways of their interaction, etc.

Therefore, the forms of intergroup conflict are reduced to the following types:

- rivalry (social groups in the course of rivalry achieve one goal, trying to surpass the enemy in something);

— collision (groups are forced or seek to cause damage);

- dominance (one group of individuals has a great advantage in something important, as a result of which it dominates another);

- evasion (one or both groups want to move away in order to avoid a collision);

- avoidance (one of the opposing groups seeks to distance itself from the other);

— accommodation (one group tries to adapt to the onslaught of a stronger community of individuals);

— assimilation (one team becomes like another, adopting its essential foundations, characteristics, and norms of behavior).

Signs and forms of conflict between an individual and a group ↑

Like any conflict, the confrontation between an individual and a group has certain signs, among the most striking are the following:

• harassment and attacks by group members;
• violation of personal space;
• aggressive behavior;
• refusal of communication and interaction;
• assigning responsibility for failures.

The forms in which the conflict between an individual and a group manifest itself are very diverse, including the following:

• the use of sanctions within a specific group;
• absolute cessation of communication between group members and the individual;
• expressing harsh criticism;
• significant restriction of communication;
• euphoria shown on the part of the conflicting party.

Signs and forms of conflict between an individual and a group ↑

Like any conflict, the confrontation between an individual and a group has certain signs, the most striking ones, oppression can be distinguished:

• following and attacks from group members;
• personal violation of space;
• aggressive behavior;
• refusal to interact and communicate;
• assigning responsibility for failures.

The forms in which the conflict between an individual and a group manifest itself are very diverse, including the use of:

• the following sanctions within a specific group;
• complete cessation of communication between group members and the individual;
• harsh expression of criticism;
• significant restriction of communication;
• manifested euphoria on the part of the conflicting party.

Cognitive approach

In this case, the emphasis is on the dominant role of the cognitive (mental) attitudes of the conflict participants relative to each other. Thus, in a situation of intergroup conflicts, the hostility of one group towards another is not necessarily due to an objective conflict of interests (as was stated in the realistic theory of conflicts within the framework of the situational approach). Accordingly, it is not the cooperative/competitive nature of the situation that becomes the decisive factor in interpersonal and intergroup interaction, but the group attitudes that arise in the process. The common goals themselves lead to the resolution of conflicts between opponents - it depends on the formation of social attitudes that unite groups and help overcome their confrontation.

Tajfel and Turner developed social identity theory, which argues that conflict between groups is not necessarily a consequence of social injustice (contrary to the motivational approach). When faced with this injustice, individuals have the opportunity to independently choose one or another way to overcome it.

Causes of intergroup conflicts

The factors that provoke the emergence of confrontations between different communities of people are quite diverse and are a consequence of the characteristics of intergroup interaction, that is, they arise from group interdependence, status inconsistencies, and the reward system used.

Group dependency can be pooled or sequential. These types of dependencies have different effects on the emergence of confrontations. Sequential dependence is due to the connectedness of production, that is, the end of the work of one department is the beginning of work for another department. Pool dependence is observed between departments within the same company and does not imply direct interaction between departments. This type of dependency generates fewer confrontations than consistent dependency. This is due to the fact that the interests of participants in collective interaction are affected to a lesser extent.

Intergroup conflict in an organization - examples - can occur as a result of an inadequate reward system, which is based on an assessment of the performance of each unit, regardless of the group result. This state of affairs gives rise to rivalry, divergence in the perception of the goals of the organization’s functioning, and the significance of the work of each department. Management often uses this situation to increase the efficiency of departments, that is, it forms the functional consequences of the conflict.

Limited resources are also the reason for the emergence of intergroup confrontations. It consists in the infringement of the capabilities of one group due to the implementation of the goals of another. Lack of resources quite often provokes tense relationships, often turning into conflicts at the level of the group and the individual.

People have an inherent desire to overestimate their personal contribution or the investment of a community that is significant to them, as a result of which any distribution of resources (for example, bonuses, contracts) can often lead to rejection of the proposed distribution, limitation of someone’s interests, and to confrontation.

In addition, intergroup conflict in an organization provokes differences in the perception of the time it takes for each group to realize its aspirations. If there are significant differences in the time frame, problem situations that are critical for one unit will not be recognized as significant for another team, which creates the foundation for the emergence of a situation of confrontation. This situation is aggravated by sequential dependence.

A frequent cause of confrontations is considered to be status inconsistency, which suggests that teams with the same status within the organization may perceive negatively members of groups with a lower, in their subjective opinion, status. Expressions of snobbery, a manifestation of arrogance among members of status groups, are perceived by others as a threat to their position.

Resolution Methods

From a scientific point of view, there are specific methods for resolving conflict:

Structural

Most often used in the professional field. These include:

1. Clarification of requirements. Participants in the confrontation receive clear instructions as to whose competence this or that issue is. The possibility of a conflict is excluded due to the absence of common interests between which a clash could occur.
2. Use of special control mechanisms. A clear system of actions is developed and applied in practice when a negative situation arises that can turn into a conflict. The system allows you to identify an emerging dispute at an early stage and eliminate it before moving on to the next stage.
3. Setting goals.
   Bringing parties together to achieve a common goal will require complete reconciliation and the elimination of any differences. The desire for such a union for the sake of a common goal is observed only with a high level of motivation. That is, the goal must be of high significance for all parties to the conflict.
4. Application of rewards. The absence of conflicts, the ability to find a common language and reach compromises can be encouraged by a specially designed reward system.

Constructive

How to resist aggression and successfully resolve conflict? Similar methods of conflict resolution are more used in interpersonal communication.

To successfully resolve the situation using constructive methods, it is necessary to form an adequate perception of the situation among the participants, to dispose them to open interaction, to create an atmosphere of goodwill and trust, and to jointly determine the root of the problem.

Construction styles include:

1. Liberation from negative emotions. You can free yourself from a negative attitude by using various relaxation techniques, briefly leaving the room, openly expressing your experiences, calmly listening to the opinions of third parties, etc.
2. Building a dialogue. Calmed interlocutors share their experiences. Everyone calmly listens to the opponent’s position and then retells in his own words what he heard. This is how a person tries to objectively assess the position of the other side and look at the situation from a different angle.
3. Demonstrating a positive attitude. It is necessary to show the other party that, despite the situation that has arisen, there is respect for the opinion of the other person and acceptance of his point of view.
4. Analysis of your behavior.
   You should frankly evaluate the motives of your own behavior, and adequately determine the degree of significance of your own position for yourself. Often such an analysis leads a person to the conclusion that the essence of the conflict is not so significant for him, and he can easily abandon the dispute that has begun without suffering any losses.
5. Joint resolution of the situation. The parties together decide to end the dispute (come to a compromise, find ways to solve the problem, etc.).

Integral

Allows each side to feel like a winner. A similar effect is achieved when the parties agree to abandon their original positions, reconsider the situation and find a solution that satisfies everyone.

The method can only be used if the parties to the dispute demonstrate flexibility of thinking and the ability to adapt to new circumstances.

Compromise

The most peaceful, mature way to resolve the situation.

The parties decide on mutual concessions in order to eliminate the negative factors that caused the dispute.

Such behavior of people allows not only to peacefully resolve emerging contradictions without harm to anyone, but also to build long-term communication ties.

Typology and types of social conflicts

Parties to conflicts

The subjects of contradictions are: individuals, social formations, institutions, ethnic groups, civilizations.
Stages of the conflict
: latent stage, formation of a contradictory situation, incident, actions of the subjects, completion of the conflict situation.

Interethnic conflicts are divided by reasons and nature:

• Socio-economic reasons - associated with the phenomena of inflation, unemployment, crisis, when the population of the state is not able to ensure the satisfaction of basic needs, the monopoly of one ethnic group on another.
• Cultural and linguistic reasons – ethnic cultural characteristics: language, its development and preservation, provision of protection for ethnic minorities.
• Ethnodemographic reasons - a change in the number of any nationality, i.e. an increase in the percentage of the past population due to migration flows.
• Ethno-territorial-status reasons - territorial discrepancy in the settlement of the ethnic group, the need to expand the territory and acquire a new status.
• Historical reasons - the historical past in the form of wars, deportations.
• Interreligious reasons – differences of confessional nature.
• Separatist reasons - the demand for independence or autonomy of a separate territory, the creation of a new state.

Ways to resolve social conflicts: negotiations, arbitration, mediation, concessions, compromise.

Ways out of conflict situations: return to a non-conflict state of society, waiting, abandoning the old to develop the new.