Map of the conflict and its purpose. Structural components of the conflict, the dynamics of the conflict. Conflict map What is a conflict map

They happen at every turn. For some, there is a logical explanation, others occur for unknown reasons, causing misunderstanding on both sides. By turning to, you can creatively reveal all the hidden motives and true causes of any conflict that has happened or is brewing.

concept

Conflict mapping is a psychological method that helps to understand the causes of conflict behaviors and situations. This method is called cartography, because all the information entering the brain is able to be ordered in it, like countries on a geographical map of the world.

The essence of the method

The conflict mapping method consists of several stages, which are carried out using a graphical representation of the analyzed data. The design can be anything from a regular table to a colorful scheme. You can also choose between a regular notepad and an electronic editor.

Each of the stages is aimed at identifying the true causes of the conflict, formulating the main problems, identifying fears and claims. This should eventually lead to the fact that the conflict will be resolved.

A step-by-step and detailed analysis will help one side understand the nature of their behavior as clearly as possible and convey it to the second participant in the conflict. The same is true and vice versa - if the opponent can successfully analyze the existing problems, he will be able to rationally explain this to you.

How can conflict mapping help?

This psychological technique is suitable for resolving an existing conflict, as well as a brewing one. Such cases include situations in which the tension of the partners becomes obvious, but so far no one has expressed their dissatisfaction and claims. It's a matter of time, a kind of time bomb. To avoid unpleasant consequences, it is worth at the initial stage to try to prevent an approaching conflict situation.

Also, this method is used to choose the right solution in a difficult life situation. Any tasks and decisions that may affect later life often cause doubts and uncertainty. To make the right choice, you can refer to this method.

Analysis of the conflict by the method of cartography can be carried out both by one person and with the help of everyone who is involved in it and is interested in its speedy end. The participation of all parties will help to take a closer look at all the components of the conflict. While a single analysis can only create guesses as to what drives the other person.

Stage one. Identification of the main problem

If the reasons are not always hidden on the surface, then the very essence of the problem is usually obvious. To begin with, it is worth voicing it and assigning it a name of several words. The initial stage is not designed for a deep analysis of the problem, the search for causes and solutions. Even if it is not immediately possible to identify clear difficulties, you can turn to a generalized form, but try to be more specific.

Any sphere of life can serve as an example of conflict mapping at the first stage. If the conflict occurs in a romantic relationship, the problem can be called a "misunderstanding." If a married couple fights over cleaning the house, the problem can be labeled as "the distribution of household chores." If the conflict occurs with the boss due to the fact that he does not give you a more serious and meaningful project, the problem may sound like "uncertainty in professional skills."

Stage two. Identification of persons involved

It is necessary to identify each person who is related to the conflict. It can be either one person or a whole group of people. If the number is impressive, for convenience, everyone can be divided into categories, depending on the significance of each person.

For example, the cartography of a pedagogical conflict at this stage may include several groups. The conflict could have occurred both through the fault of only two teachers, and with the participation of outsiders. These may include students or the head of the educational institution. In this case, all participants should be divided into categories: the main person is another teacher, secondary persons are the director and students. It is worth signing each member of the group if necessary.

Stage three. Definition of needs

At this stage of conflict mapping, it is necessary to identify the needs and doubts of each stakeholder regarding the current problem. Each person may have different needs, they include: the desire to be heard and recognized, career growth, respect from colleagues, mutual understanding with loved ones, interesting activities, receiving an award, and in general everything that in one way or another has value and significance for an individual person .

To find out the needs of each participant, it is worth asking the following questions:

Given the current situation, what are your needs?
What do you want?
What are you still missing?

After each question asked that has an answer, ask:

Why do you want it?
For what?

Once the needs of each participant are identified, it is worth learning about the fears by asking questions:

What is confusing you?
What are you afraid of?
And why?

Each identified need and concern should be recorded in the appropriate column.

Stage four. Analysis of the work done

Finding themselves at the last stage of conflict mapping, many notice that the experiences or needs are the same for both participants, even if it is not one person, but a whole group. Any similar answers must be highlighted, this will make it clear that both conflicting parties are able to understand each other.

Pay attention to what has become new information for you, previously unknown.
Find common needs that will serve as a foothold.
Highlight similar interests and values shared by all stakeholders.
Find points that can be changed in a positive way, which will eventually lead to the consent of both people.
Summarize individual values into a shared interest. For example, a manager needs a daily plan to be completed, and an employee needs outdoor recreation to replenish energy. Both of these moments can be combined in one working day.
Highlight the most problematic areas of the conflict, considering and voicing all sorts of options for resolving this problem.
Pay attention to those needs and doubts that come as a surprise to you. Think about what you can do with them.
Determine the reward that both parties will receive if the conflict is resolved. For example, if the husband stops smoking in the apartment, the air will become cleaner and more fragrant.

Analyze each response received, discussing it and the options for a solution with a second interested party.

In order to resolve the conflict, it must first be analyzed, i.e.:

understand what is going on;

Find out the nature of the conflict;

To resolve a conflict.

X. Cornelius and S. Fair suggested using the "conflict map" for this

The map helps us to see and analyze what we could simply ignore. People, going to travel, be sure to take a map with them. It is the same in conflict: the map will help facilitate its resolution.

Its essence is as follows:

Define the problem of conflict in general terms. Describe the problem in one sentence. Do not try to immediately find a way out, just focus your attention on the most important thing. Try not to express the problem in polar terms, this will give you the opportunity to consider options for solving the problem more broadly.

Find out who is involved in the conflict (individuals, groups, departments or organizations);

Identify the true needs and concerns of each of the main actors in the conflict. It is known that in any conflict the following often happens: a person presents one problem (either the one that turned up under the arms, or the one that looks “beautiful”), while deep down the problem is completely different. It is important to find out the true motivation behind the positions of the participants in this matter. People want what satisfies their needs and avoid what gets in the way.

Needs. In a broad sense, this is all that is important for a person. You can ask a leading question to help identify the need of the interlocutor: "Do you think that I should do this and that. What will it give you?" The answer to this question can provide information about a person's unspoken needs.

Fears. They are also very important to consider. Our fears are both rational and irrational. But that doesn't make them any less important. And when you acknowledge the fears, you can already work with them. For example, if a person says that he does not tolerate disrespect, rather than that he needs respect. So what are people afraid of?

Humiliation.

Failure.

Financial collapse.

To be rejected or unloved.

Lose control of the situation.

Loneliness.

Criticism and condemnation.

To lose a job.

Inability to provide for their livelihoods and their families.

Boring work.

Fear of having to start all over again.

List the needs and concerns of all parties. At this stage, it is necessary to work only with these categories, and not give ready-made answers. It is important that responses identify real needs and concerns. This map can be used as a tool for dealing with conflict. In any case, the conflict is much easier to prevent than to deal with it. Similar cards can be used:

When making plans;

When difficulties arise at work;

In preparation for negotiations;

At planning meetings.

In any case, the map allows you to see the real prospects for the development of the situation. Apply it to current situations. Identifying a problem helps you think about it and somehow solve it. Determine what needs are hidden behind the requirements of people. When working with the map, look for "common points": common interests, common needs. These are just the factors that can become a common platform in the future.

As you know, people in a conflict situation behave differently. Scientists have identified six main motives with which people interact:

1 The motive of maximizing the total gain (or the motive of cooperation).

2 The motive of maximizing one's own gain (or individualism).

3 The motive for maximizing the relative gain (competition).

4 The motive for maximizing the gain of another (altruism).

5 The motive for minimizing the gain of another (aggression).

6 The motive for minimizing differences in payoffs (equality).

If the motives of communication coincide or naturally complement each other, then the contacts of such people will be most successful. There are obviously "losing", from the point of view of the success of communication, motives of behavior. Here one can, of course, single out aggression and individualism, which ignore the interests of a communication partner. In accordance with the motives, it is possible to single out the features of the behavior strategy.

Drawing up such a map, according to experts, will allow:

1 limit the discussion to certain formalities, which will go a long way in avoiding over-expression of emotions, as people may restrain themselves during mapping;

2 to create an opportunity for joint discussion of the problem, to express to people their requirements and desires;

3 understand both one's own point of view and the point of view of others;

4 to create an atmosphere that allows one to see the problem through the eyes of other people and to acknowledge the opinions of people who previously believed that they were not understood;

5 choose new ways to resolve the conflict.

But before you move on to resolving the conflict, try to answer the following questions:

Do you want a favorable outcome;

What do you need to do to better control your emotions?

How would you feel in the place of the conflicting parties;

Is a mediator needed to resolve the conflict;

In what atmosphere (situations) people could open up better, find a common language and work out their own solutions.

Conflicts are integral part of human life.

The ability to behave competently in adverse circumstances is the key to peace and self-confidence.

For this reason, it is useful for any person to study examples of what conflict situations can be and how to resolve them.

How to avoid conflict between teacher and student? Learn about it from ours.

The concept and psychology of conflictology

- what it is? In short, this is clash of interests, opinions and views.

As a result of the conflict, a crisis situation arises in which each participant in the conflict seeks to impose his point of view on the other side.

An unstoppable conflict can lead to open confrontation, in which the subject of the dispute is relegated to the background and the ambitions of the parties come to the fore.

As a rule, as a result of the conflict, there are no losers and winners, since all participants expend their energy and, as a result, do not receive positive emotions.

special danger represent internal conflicts, when a person is tormented by conflicting thoughts and desires that tear him apart. Protracted states of internal conflicts often end in depression and neuroses.

A modern person needs to be able to recognize the emerging conflict in time, take competent steps to prevent the growth of the conflict and eliminate it at the stage of inception.

If, nevertheless, the conflict cannot be immediately extinguished, it is necessary to be able to build a correct and handle conflict well with minimal losses.

How does it arise?

As a result of numerous studies, it was determined that most conflicts arise without the corresponding intentions of their participants.

Often people involuntarily react to the conflictogens of other people, or they themselves are a source of conflictogens, as a result of which a stressful situation arises.

conflictogens- words, actions, deeds leading to conflict. They arise when the participants have any psychological problems, or are used purposefully to achieve their goals.

Most conflictogens manifest themselves for the following reasons:

thirst for superiority. The desire to prove their worth;
aggressiveness. Initially aggressive behavior towards other people, caused by a negative emotional state;
selfishness. Striving to achieve your goals at any cost.

How do conflicts arise? True causes and solutions:

Popular methods of resolving the situation

The most effective strategies that are most often used in practice for conflict management are:

About ways to resolve conflicts in this video:

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:

constructive

How to resist aggression and successfully resolve the conflict? Similar ways of resolving conflicts are more used in communication.

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

Design styles include:

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 applied if the parties to the dispute demonstrate flexibility of thinking and the ability to adapt to new circumstances.

Compromise

The most peaceful, mature way resolution of the situation.

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

Such behavior of people makes it possible not only to peacefully resolve emerging contradictions without prejudice to anyone but also to build long-term communication relationships.

Way out of the conflict

How to get out of conflict situations? To get out of a difficult situation you need to take the following steps:

Stop using words or doing actions that provoke a negative response from your opponent.
Do not respond to such behavior on the part of the interlocutor.
Demonstrate affection towards another person. You can do this with the help of gestures, facial expressions, words. Smiling, patting on the shoulder, shaking hands, using polite phrases - all this helps to smooth out disputes.
The interlocutor immediately acquires a positive attitude and the situation is soon resolved.

Examples of conflict situations

In society

It's best to resolve using constructive methods.

For example, the neighbors of an apartment building may come into conflict over the distribution of parking spaces in the yard.

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

In this situation the most effective methods of resolving a dispute would be to build a dialogue, joint resolution of the situation through compromise.

It is enough for the residents to organize a meeting and make a decision at it that part of the area in the courtyard is allocated for individual parking, while the other part remains for the supporters of arbitrary parking.

Between employees

It is better to solve structural methods.

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

Each defines for himself a range of responsibilities, which is not approved by his colleague. The result is the emergence of a conflict situation and the inefficiency of joint work.

The manager of the employees involved in the dispute must apply the methods of clarifying the requirements, setting goals and assigning remuneration.

Each employee will be explained the principle of his work, a clear range of job responsibilities. In front of colleagues common goals will be set, reaching which they will receive the promised reward (bonus, promotion, etc.).

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

Completion Forms

What is the form of the end of the conflict? A conflict of interest can be completed as follows:

Permission. The prerequisites may be the desire of the parties to end the dispute and not return to it in the future. For the final resolution of the conflict may require the involvement of third parties. This is especially true in the area of professional relationships.
attenuation. The dispute may cease to be relevant for one of the parties, or for all participants in the process. In the first case, the other side does not find a response to its own words and actions and is forced to end the conflict. In the second case, the parties simultaneously decide that they do not want to continue the dispute due to fatigue, the end of arguments, loss of interest in the subject of the dispute, etc.
This type of end to the conflict is not always the case, since when a new stimulus arises, the dispute can resume with renewed vigor.
Settlement. The parties come to a compromise, reach mutual agreements. As a result, the dispute is resolved through constructive dialogue and effective interpersonal interaction.
elimination. The basis of the conflict is eliminated, transformed, modified, etc. In other words, the subject of the dispute ceases to be relevant at the current time and the fact of a conflict of interest automatically disappears.
Growing into a new dispute. Unexplained contradictions on one issue can become a source of new conflicts generated by the primary dispute. Especially often, a similar effect is observed when a remark made by one of the spouses on any issue develops into a mutual exchange of reproaches.

Completion is not always a solution

Does the end of a conflict always mean its resolution? It is important not to confuse the concept of the end of a conflict situation with its resolution.

End of the conflict- this is the moment of the end of the actions of the parties at the current time, the termination of the dispute for various reasons (attenuation, development into a new dispute, etc.)

Completing a dispute now does not guarantee that it will will not reappear after some time. This is due to the fact that the source of the conflict is not dividing anywhere, and the parties have not reached any result.

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

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

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

There are many ways to get out of conflict. It is important to be able to put them into practice before the situation has moved to a serious level.

About how to communicate with other people if you have different points of view on some issues with them, in this video:

Description of the conflict situation in the sales department of Mirage LLC in terms of service relations between the head of the department and a new employee. Drawing up a map of the conflict and developing a set of measures to regulate it during the period of research and resolution of the situation.

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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MOSCOW STATE REGIONAL

UNIVERSITY

INSTITUTE OF ECONOMY MANAGEMENT AND LAW

FACULTY OF ECONOMICS

Department: "Social Sciences and Public Administration"

TEST

discipline: "Conflictology"

on the topic: "Map of a conflict situation in an organization on the example of Mirage LLC"

4th year student of 41 study groups

Alekseev Vasily Vyacheslavovich

Situation at Mirage LLC

The active sales department of the organization consists of 6 people. The head of the department is Ekaterina Alexandrovna Semenova, a young woman, 30 years old, who has been working in this organization for a long time, not entirely successful, but coping with her duties.

Not so long ago (about six months) a new employee joined the department - Lukina Ludmila Ivanovna. - a young, pretty woman, her arrival was met quite friendly by all the employees of the department. Active, easily joined the team, always takes the initiative, ambitious.

The head of the department took care of the new employee in a friendly way for some time, but then a turning point occurred in their relationship, and for reasons unknown to Lukina, relations deteriorated sharply. Semenov. she began to constantly find fault with the newcomer, trying to humiliate her as a person, did not allow her to work in peace. For Samokhina, the question arose: what to do and whether to go to work in an arc department?

Colleagues at work outwardly did not react in any way to the situation. By nature, Semenova is a fairly domineering person, has long been in a leadership position.

Let's make a map of this conflict (Fig. 1).

Fig.1. An example of a conflict map

The participants in this conflict are: Semenova, Lukina and employees of the department. The main problem lies in the relationship between the boss and the subordinate. The needs and concerns of each of the parties are presented in fig. one

We draw a conclusion about the basis of the contradictions or the subject of the conflict.

Subject: Semenova’s serious concerns that his position may be replaced by a subordinate employee, in the person of Lukina (since she, even though she is a fairly new employee, does an excellent job with her job duties, and the initiative shown, brings its positive results, in the work of not only the organization, but also the team.), as well as the loss of reputation in the face of subordinates, due to very close friendly relations with Lukina, and therefore the fear of losing power. Also, Lukina did not reconsider her views on work, even after quite eloquent hints from the head of the department.

Many professionals involved in conflict resolution professionally know that the process of conflict management depends on many other factors, many of which are difficult to control. For example, the views of the individual, the motives and needs of individuals, groups, environmental factors. The prevailing stereotypes, ideas, prejudices, prejudices, if they are not taken into account in management, can sometimes nullify the efforts of those who develop decisions. Depending on the type of conflict, different services can be engaged in the search for solutions: the management of the organization, members of the team, the personnel management service, the department of the psychologist and sociologist, the trade union committee, the strike committee, the police, and the courts.

Other factors can be divided into 3 groups:

1. Factors contributing to the development of negative emotions in the relations of the parties. These include conflictogenic personality traits of behavior (for example, selfishness, aggressiveness, pedantry, unpleasant manners, incompatibility of manners, views, cultures, experience, etc.). In our example, this is Semenova's authoritarianism, rigidity and critical attitude, while Lukina's adherence to principles and refusal to obey a direct superior, the desire to independently complete tasks.

2. Factors that reduce the ability to logically comprehend the content of the conflict, i.e. why they did not exchange their views on the situation and did not work it logically, determining ways out of the situation. We have this lack of Semenova’s desire to engage in discussions with her subordinate, thereby admitting that she is a loser, while Lukina’s is the fulfillment of her duties, bypassing her direct supervisor, and sometimes openly showing everyone that it is her way of solving the problem that is correct, thereby trampling boss in the eyes of the entire department.

3. Typical difficult situations in which a collision occurs (behavioral factors). In our situation, these are situations of irritation to Semenova, when Lukina takes the initiative in the execution of tasks that are common in form for all employees.

Further resolution of the conflict is the elimination, in whole or in part, of the causes that gave rise to the conflict, or a change in the goals of the participants in the conflict, then it is work to eliminate the subject of the conflict, taking into account actions that block the impact of other factors.

Resolution becomes possible only when 3 conditions are met that create the possibility of conflict management:

1. Having an objective analysis of the conflict

2. The ability to actively influence the conflict creatively

3. Availability of management resources

The first condition requires time to fulfill it. This means that management without analysis becomes less effective, or only creates the appearance of conflict management, but in fact puts the conflict into a latent state, preserving its basis. In order to improve the quality of management, one cannot start this process without doing research. During this period, only regulation becomes possible to limit the dynamics of the development of the conflict.

situation conflict attitude boss employee

Conflict management during the study of the situation

In our example, we see that Lukina, with her work experience, could become a useful employee, but the emerging trend in Semenova's behavior may lead to her dismissal. We are starting to manage. Semenov is distinguished by authoritarianism, rigidity and a critical attitude, Lukin is arrogant, high ambitions, and the desire to independently complete tasks. In order for them to become more attentive together and take into account the peculiarities of each other's behavior, their interaction must be preceded by an interview about their psychological characteristics. Using the techniques of constructive criticism based on the positive, we focus their attention on the need to find an approach to each other, taking into account their psychological characteristics. The intermediary must set them up for the following actions. Lukina should be prepared to show her ability to work in tandem with the manager, respect for the experience and status of the boss, and then discuss with her the content of the mistakes, in a perverse conversation, and Semenova, respectively, to encourage Lukina’s desire for active work, and establish work in pairs, adopting the experience of a subordinate.

In our situation, a dialogue should take place between Semyonova and Lukina, reinforcing the new guidelines that were reached with the mediator. Given their incompatibility, it is desirable to conduct the final conversation in the presence of an intermediary, taking into account the demonstration of their desire to compromise in exchange for mutual consideration of their own requirements. And this for Semenova is an attentive attitude to the rules for performing work for all employees, declared by the authorities, and for Lukina, the attention of the boss or mentor to her misunderstanding and the opportunity to receive timely advice in the correct, non-rude form. In this conversation, both of them must verbally fix the rules of communication in such situations.

In our example, organizational and managerial measures to prevent such conflicts in the organization look like this:

Semenova did not work to establish relations with her subordinate, and did not make attempts to establish joint work. She could either fulfill the duties of a mentor-consultant herself, or delegate this authority to one of the employees. I could find a point of contact with Lukina, discuss her further career growth in the organization. Preventive work on adaptation should consist of measures containing socio-emotional and professional adaptation.

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Conflict cartography

x. Cornelius, S. Fair

The authors do not aim to theorize about resolution, but propose a new concept of gain that does not imply a loss for the other side. Their goal is to show that any relationship can be mutually beneficial.

This work, published in 1989, is the result of the practical work of the authors in building relationships between people and organizations. Their seminars on conflict resolution, mediation and negotiation are well known in Australia, where in 1986, called the International Year of Peace, the Australian United Nations Association founded the Conflict Resolution Organization as part of its Peace Programme.

its task is to develop and implement conflict resolution skills for their effective application in personal life, at work, in international relations. “In order to achieve peace in the world,” the authors believe, “one must first learn how to resolve conflicts in personal life.”

Reprinted from: Cornelius X., Fair Sh.

Everyone can win. - M.: Stringer, 1992.

Have you ever dealt with a problem that made you feel like this:

I'm confused. I can't figure out what's going on.
I am stuck. I don't see any way out of the problem situation.
There are too many interacting factors. Where do I begin?
I sensed that something else was going on, but I didn't know what.
The situation is hopeless - we just did not agree!
What inattention!
How can a person behave like this?

At such moments, you need to resort to ... conflict mapping. The map gives us a clear picture of how things are arranged in relation to each other; it also gives us the opportunity to see much that might otherwise escape our attention. Thus, before you rush to the attack, draw a map of the conflict.

You can do this in private, with a close friend, with other parties to the conflict and, most usefully, in special meetings aimed at finding solutions.

Do you remember the story about the orange in chapter 2 and the importance of returning to the question of the needs of each participant in the conflict in order to find solutions on a win-win basis?

The map can help you do just that. its value lies in its orderly, systematic approach to the problem.

Stage 1. What is the problem

Describe the problem in general terms.

At this stage, there is no need to delve deeply into the problem or try to find a way out of it.

If the question concerns, for example, the fact that at work someone does not “pull the strap” along with everyone else, it can be displayed under the general heading “Load distribution”. If it is a clash of personalities and lack of trust, the problem can be reflected in the heading "Communication".

In a family, a problem with washing dishes or clutter in the children's rooms may be reflected in the heading "Washing dishes" or "Housework".

Don't worry just yet if this doesn't fully capture the essence of the problem - it's important to determine the very nature of the conflict you're mapping. Don't define the problem in terms of a double choice of opposites: "yes or no", "this or not".

Leave the possibility of finding new and original solutions.

Stage 2. Who is involved?

Decide who are the main parties to the conflict.

You can list individuals or entire teams, departments, groups, or organizations (i.e. salespeople, secretaries, directors, customers, people, government, etc.). To the extent that the people involved in the conflict have some common needs in relation to this conflict, they can be grouped together. A mixture of group and personal categories is also acceptable.

If you are drawing a map to determine the ratio between the number of students and teachers for schools, it will involve teachers, students, director, education department, parents and maybe your deputies and the media.

An internal problem can affect only the first three groups.

Conflict cartography

If you are making a map of the conflict between two employees in the office, you can include these Vera and Petra in it, uniting the rest of the employees in one group; or you may have to include everyone by name and add the department head's name to the list.

Stage 3. What are their real needs?

You should now list the main needs and concerns for each of the main actors related to this issue. You must find out the motivation behind the participants' positions on this issue. The actions of people and their attitudes are caused by their desires and the motives behind them; we strive for that which brings the satisfaction of our needs closer, and we avoid that which hinders this.

By graphical representation of our needs and concerns, we broaden our horizons and create the conditions for a wider range of potential solutions available after this process is completed.

Needs. We use this term in its broad sense - it can mean desires, values, interests, and in general everything that may seem important to a person. You can simply ask the participants: “In relation to the problem… what are your/their main needs?”. You can ask yourself this question

to another participant or about another person or party. Needs may include:

constant work that brings satisfaction;
respect;
recognition and understanding;
tidy house/desk;
allowing things to be in disorder;
legality and respectability of the transaction.

Sometimes the same need applies to several or even all groups.

In this case, it may be useful to list this need under all headings to show that there is a common interest among all participants.

Sometimes attempts to distract people from their prepared solutions and shift their attention to consideration of needs meet with their resistance.

In this case, it is helpful to ask leading questions like, “Your answer to the problem is that we should do such and such. What will it give you? Their answer to this question can serve as an indication of their unspoken needs.

Sometimes the process of conflict mapping goes astray if one of the participants begins to discuss their side of the problem while discussing the concerns and needs of the other participant.

You can interrupt this digression by politely asking him if it is possible to place the need or concern under the appropriate rubric on the map.

You can then continue the process by asking, if possible now, to return to where you left off earlier.

Fears. It can be about concerns, fears, anxieties. You don't need to discuss how real they are before you map them. For example, you may have fears about something that seems extremely unlikely to your rational mind: nevertheless, the fears do not recede, as if waiting for their recognition. It is important to have them on the map.

One of the important advantages of this process is the ability to express and map irrational fears.

Concerns may include the following categories:

failure and humiliation;
fear of making a mistake;
financial collapse; the possibility of being rejected or unloved;
loss of control;
loneliness;
be subjected to criticism or condemnation;
job loss;
low salary;
uninteresting work;
fear that you will be commanded;
overpayment for the purchase;
fear that everything will have to start over.

For example, for some people it is easier to say that they do not tolerate disrespect than to admit that they need respect.

List real needs and concerns. It is important to remember that we must focus on the needs and concerns of all parties until the map is complete. Don't let yourself be distracted by discussions of consequences, side questions ("What about...?", etc.).

etc.), and even more so decisions. If the group insists on a temporary step aside, record this side issue on a separate piece of paper. Persistently insist on answers to the question: "What are your needs and what are your concerns?".

Sometimes you will have to weed out ready-made solutions presented as needs. During the process of creating the smoking card (see card 1), the facilitator asked, "What do they need?" - to which he received the answer: "Measurement by the time of breaks for everyone." This is a ready made solution. The need behind it might be reflected in something like "fair workload sharing".

If someone in the group makes a comment about something they don't like or is unsatisfactory with, make an effort to find out what's behind the comment and how it can be rephrased as a concern or a need.

For example, in response to the remark: “Meetings are just a waste of time. They always drag on.” You might ask, “What do you need?” - Less time wasted in meetings.

You can also ask, "What are you afraid of?" - "Lack of time to complete my work." This broadens the issue and helps avoid fruitless discussions about whether meetings are taking too long, and if so, why.

Try to capture all of people's real needs and concerns about meetings without getting into philosophical discussions about the subject.

When you have to describe the needs and concerns of individuals or groups not participating in the process, it is important to ensure that the categories entered reflect their real needs and concerns as they would express them themselves.

For example, if you think that a woman who is constantly late for work needs more punctuality, this is just your opinion. In fact, she may need an extended lunch break, help with childcare, an apartment closer to where she works, or even help managing her time.

Don't ask, "They need more tolerance!"

Such a statement reflects rather your need for recognition and respect. It is quite legitimate, but you need to write it under your heading, and not under theirs. Perhaps they need to get something from you before you get their respect. Perhaps they need your opinion or some information.

Naturally, they too may need more respect or recognition from you. If a new need comes to your mind, consider the possibility that they may also have it.

You can create a card anytime, anywhere and with anyone!

It is best to use a large piece of paper for the map. If you are dealing with a group, pin the paper on the board or put it in a prominent place.

Use thick enough pencils or chalk. It is useful to use different colors: one to represent the problem and participants, others to represent needs and concerns. Nevertheless, we know of cases of first-class maps drawn on a paper napkin at lunchtime in the dining room with a pencil stub!

You can make a quick mental map before you take on a new job or move in with someone; before starting a vacation with friends; before discussing deals or agreements - i.e. in any case relating to personal or business relationships. Don't wait until you deal with conflict - try to prevent it from occurring. Maps can be used when making plans.

For example, if you need to plan for inevitable cost cuts, pre-drawing the map with the participation of all parties can help not only put the plans into action, but also consciously accept them.

You can also create a map alone. Naturally, sometimes you will only have to guess about the intentions of other parties, but this process itself will expand your horizons. You may wish to flag areas that require additional information, allowing you to ask more targeted questions to others before you start thinking about decisions.

You can create a map with the participation of others. This can be done at work, at home, or during group activities in which you participate. It's easy to say, "Let's picture the situation more clearly before we go any further.

Let's capture everyone's needs and concerns about this venture."

Maps can help with:

close relationships;
preparation for business negotiations;
stalled negotiations (see map 1);
the division of property and the question of whose care the children will remain in the event of a divorce or rupture of cohabitation;
Difficulties in the group relationship, or in the workplace, or if there is a “difficult person” in them (see.
map 3); family difficulties; creating advertisements; factional tensions (see map 2); planning meetings;
upcoming changes (for example, when planning or implementing new policies or regulations in large organizations).

Mapping is a look into the future.

You create it because you want to outline real alternatives. Apply the card to current situations, not to those that have already been resolved and are not subject to discussion.

For example, it is useless to map the smoking situation if no smoking is already accepted in the workplace. It is possible, however, to draw up a map of the consequences of this decision that concern someone. Maybe non-smokers are starting to grumble about the length of smoke breaks that smokers take outside of the workplace. Stay on course while mapping.

In the event that you are often distracted to the side, as well as when important and unforeseen questions arise / you can resort to the second card. When mapping smoking breaks, air or floor pollution may be an issue requiring a separate map.

Often it seems to us that if we are dealing with conflicting parties (as, for example, in the matter of promotion), such a conflict of interests is better not to pull out.

In most cases, however, hiding difficulties is ultimately more risky than revealing them. Identifying the problem in the context of the needs and concerns associated with it often helps to identify new alternatives.

People who are usually considered "difficult" nevertheless have needs and concerns that can be mapped.

Such a display will help your communication with them. When we talk about "clash of characters," we often mean in fact that we do not know what drives these people, and we admit that our usual methods of communication are ineffective in this case.

Always return to needs. It may happen that you receive a response from your opponents that is radically different from what you received earlier. Perhaps you will come up with ways to meet their needs that you previously did not suspect, and your map can tell you new and original solutions.

The obstinacy of a teenager may hide the fear that he will be rejected by a parent. Perhaps a trip to the cinema or theater specially designed for him will convince him of your affection and at the same time solve behavioral problems.

An employee's negative attitude towards you can show up on the map as an unmet need for recognition. You can respond to it with praise addressed to him at the next meeting of your team.

Look for new information and new insights - something you didn't notice or misunderstood before. The map helps you see the situation through the eyes of another person.
Look for a common "foothold" - common needs or interests.
Look for a common point of view and support common values or ideas shared by all participants.

In Chart 2, non-smokers indicated the desirability of "not having an extra load", while smokers supported the need to "continue to work normally".

Both groups saw the "normal course of work" as part of their common aspirations.

Combine different values and perspectives. What values and ideas can become part of the common vision because they are important to one of the parties? For non-smokers, it is important to keep the paths clean (no cigarette butts), but it is also important for smokers. Ideally, shared views should be broad enough to capture the individual values of all parties.

For example, it is important for a parent that a child does homework, while it is important for a child to have time to play.

Shared values should include both.

Look for hidden aspirations, such as individual benefits accruing to one side of certain choices. Very often this may be just a desire to save one's reputation or prestige.
Draw these hidden aspirations as additional needs and fears on the map.
Look for the most difficult areas that require urgent attention.
Look for notes. What did you not know before that requires more detailed consideration now?
Look for and stimulate prerequisites for winning for everyone. Identify elements that are important to one side, especially if your concession in this regard does not involve great sacrifices.
Look for a basis for mutual benefit for all parties.
Propose solutions that include win-win for all.

Analyze the above remarks for yourself and discuss them with all participants.

Then write down the issues that need attention. You are now ready for the next step - developing options for solutions (see Chapter 9).

The process of conflict mapping has the following advantages.

He limits the discussion to certain formal boundaries, which usually helps to avoid excessive displays of emotion.
People can lose their temper at any moment, but they tend to hold back during map making.
It creates a group process in which a joint discussion of the problem is possible.
It gives people the opportunity to say what they need.
It creates an atmosphere of empathy and acknowledges the opinion of people who previously believed that they were misunderstood.
It allows you to see more clearly both your own point of view and the point of view of others.
It gives a systematic character to the views of each side on the problem.
It leads to new directions in the choice of solutions.

Summary

The conflict mapping process consists of 3 stages:

Stage 1.
Define the problem with a general statement.
Stage 2. Identify and name the main participants.
Step 3. What are the needs and concerns of each member or group?

You can map alone, with your conflict partner, or with a whole group.

Break down the result in terms of new observations, common base, and general views. Pay special attention to the main issues and identify the elements that can be the basis of a win/win approach.

After that, move on to developing new alternatives.

Map 1

One woman was unhappy that her neighbor wanted to build a high stone fence between their yards. The fence plan was soon to be submitted to the city council for approval. This woman came to one of the conflict resolution courses feeling helpless and angry. She mapped out the conflict and left the seminar, deciding to invite her neighbor over for a cup of tea in order to

learn more about him,’instead of arguing over the fence.

She left the seminar not so upset. Other participants who assisted her in mapping this conflict saw the value of the needs mapping process before they immediately began looking for solutions.

At first they were inclined to side with the woman in her condemnation of the terrible neighbor, suggesting ways in which she could put all sorts of obstacles in his path. After mapping, they became much more concerned about the feeling of isolation experienced by the neighbor, redirecting their attention to how a woman can help him and herself at the same time.

MAP 1. FENCE

Map 2.
SMOKING BREAKS

The company has introduced a no-smoking policy inside the premises. Some smokers have begun to take frequent and long breaks, sometimes outside.

The state has broken into camps of smokers and non-smokers. A meeting was held in one of the departments to eliminate the friction that had arisen. The development of the map allowed us to look at the issue more broadly. Non-smokers realized that smokers had to satisfy their habit somehow, while smokers were able to recognize the concerns of some non-smokers about excessive smoking. After a heated discussion of the dangers of smoking and the benefits of non-smoking, the meeting participants moved on to discussing the practical aspects of the problem.

Alternative solutions to the problem were considered, including the purchase of answering machines for phones of absent employees, the provision of special dustbins outside the building for cigarette butts, and separate dining rooms for smokers and non-smokers with separate air conditioning units.

SMOKING BREAKS

SMOKERS

NEEDS	CONCERN
enough time for a break respect and communication smoking area fairly frequent breaks tolerance undisturbed rhythm of work the need for some to smoke while working	not enough breaks hostility withdrawal symptoms penalties or sanctions hostility of others bad weather
NON-SMOKING
NEEDS the presence of equal breaks air purity in all rooms, including the lobby no cigarette butts and ash - stability and reliability of the workplace no extra load respect and friendship servicing phones of employees who are absent for a smoke break	loss of rights disruption of work rhythm effects of smoke on health fear of being perceived as petty and quarrelsome misunderstanding

MANAGEMENT

Map 3.
secretary

The head of the department was put in a very uncomfortable position by the need to confront the secretary, who was absent from her workplace so often that other employees of the department had to meet the visitors. The secretary, who lived without a husband with her three-year-old child, often suddenly left the office to care for the child. The head of the department, a woman of a restrained nature, could not decisively intervene in this situation, thereby causing irritation of other employees of the department.

Mapping this conflict gave the boss more confidence to tackle the problem decisively.

Here are some of the alternatives she outlined.

Hold a department meeting and create a conflict map.

Help the secretary to choose her priorities more clearly.

She herself could decide on the possibility or impossibility of continuing to work in the department.

Help the secretary find better options for caring for the baby.

Consider working as a part-time secretary.

Create a system for replacing her with other workers in turn, so that this does not have a chaotic character.

Ways to overcome the conflict

There are several ways or methods to determine the causes of conflict behavior.

One of these methods is the conflict cartography method.

The essence of this method is to graphically display the components of the conflict, in a consistent analysis of the behavior of participants in conflict interaction, in formulating the main problem, the needs and fears of the participants, and ways to eliminate the causes that led to the conflict.

The work consists of several stages.

Stage 1.

Conflict mapping method

What is the problem?

At this stage, the problem is described in general terms. If, for example, we are talking about inconsistency in work, that someone ʼʼ does not pull the strap ʼʼ together with everyone, then the problem can be displayed as ʼʼload distributionʼʼ. If the conflict arose due to a lack of trust between the individual and the group, then the problem can be expressed as ʼʼcommunicationʼʼ.

At this stage, it is important to determine the very nature of the conflict, and for now it does not matter that this does not fully reflect the essence of the problem. The problem should not be defined in the form of a double choice of opposites "yes or no", it is advisable to leave the possibility of finding new and original solutions.

At this stage, the task is to express the problem in one general phrase.

Stage 2. Who is involved?

At this stage, the main participants in the conflict are identified.

The list can include individuals or entire groups, departments, organizations. To the extent that the people involved in the conflict have common needs in relation to this conflict, they can be grouped together. A mixture of group and personal categories is also allowed.

For example, if a conflict map is drawn up between two employees in an organization, then these employees can be included in the map, and the remaining specialists can be combined into one group, or the head of this unit can also be singled out separately.

Here the task is to identify the main participants in the conflict.

Stage 3.

What are their real needs?

The third stage involves the listing of the basic needs by the participant and the fears associated with this need, all the basic participants in the conflict interaction. It is necessary to find out the motives of behavior behind the positions of the participants in this matter. The actions of people and their attitudes are determined by their desires, needs, motives, which are extremely important to establish.

The term ʼʼfearsʼʼ means concern, anxiety of a person when it is impossible to realize one of their needs. Fears can include the following categories of "failure" and humiliation, fear of making a mistake, financial ruin, the possibility of being rejected, loss of control, loneliness, loss of a job, low salary, uninteresting job, etc.

In this case, it makes no sense to discuss how real they are.

It is important to have them on the map. Using the concept of ʼʼfearsʼʼ, it is possible to identify motives that are not called out loud by the participants in the conflict.

The task of this stage is to answer the questions: What are their needs? What are their concerns?

Now everything that was done in the previous stages is drawn up in the form of a conflict map.

As a result of drawing up the map, the points of convergence of interests of the conflicting parties are clarified, the fears and concerns of each of the parties are more clearly manifested, and possible ways out of the current situation are determined.

You can make a map yourself, with the participants in the conflict or with the whole group.

It is necessary to parse the result from the point of view of new observations, a general base and general views. Attention must be paid to the main issues and to realize the elements that are the basis for a way out of the conflict.

After that, the transition to the development of possible ways out of the conflict is carried out.

I also found an interesting fragment, which, by actions and actions, allows us to determine the true goals of the conflicting parties. As they say, I believe not in words, but in deeds. I publish it in my edition, as the direct translation is very clumsy.

Central to the conflict map is the designation of the problem itself that caused the conflict. Then the parties directly involved in the conflict, their interests and concerns about possible losses are noted. Further, if necessary, you can indicate the parties indirectly involved in the conflict.

According to those who have used this visualization tool, the conflict map allows you to:

to limit the discussion to certain formal frameworks, which largely helps to avoid excessive manifestations of emotions;
create an opportunity for joint discussion of problems,
concretize one's own point of view and understand the point of view of others;
enables the parties to the conflict to see the problem through the eyes of the opponent and hear him;
choose new ways to resolve the conflict.

But the actions that testify to the real goals of the conflicting parties

avoidance, withdrawal

· go offended, accumulate anger,

· fall into depression and irritability,

· gossip about the "offender" behind your back

· switch to a "purely business relationship" or refuse to communicate
in any form

Silence, perhaps, will resolve

pretending everything is fine
keep acting like nothing happened
don't break the status quo
harm if possible, if you can hurt and not be caught

Win regardless of the opposite side

constantly prove that the other person is wrong,
in discussions you slide into a raised tone,
demand unconditional obedience,
form a coalition of "friends against .."
intrigue,
blackmail

Compromise

continue to maintain a correct relationship,
look for a way out that allows you to maintain a business relationship,
avoid head-on collision
make concessions on positions that are less important to you,

win/win

trying to understand the motives of the opponent,
recognize his right to have his own goals and values
make an effort to separate the problem from the person,
look for non-standard solutions
do not spare the problem, spare the identity of the people who are involved in the conflict

Map of the conflict and its purpose. Structural components of the conflict, the dynamics of the conflict. Conflict map What is a conflict map

concept

The essence of the method

How can conflict mapping help?

Stage one. Identification of the main problem

Stage two. Identification of persons involved

Stage three. Definition of needs

Stage four. Analysis of the work done

The concept and psychology of conflictology

How does it arise?

Popular methods of resolving the situation

Resolution Methods

Structural

constructive

Integral

Compromise

Way out of the conflict

Examples of conflict situations

In society

Between employees

Completion Forms

Completion is not always a solution

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