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A message on how not to lose in a conflict. Conflicts in interpersonal relationships (end). Use metaphors and objective criteria

The human brain is focused on survival first, and only then on love and relationships. In cases of conflict, couples either attack each other or engage in mature and constructive dialogue. The difference lies in the part of our brain that is used during arguments.

One reaction is automatic and reactive (and somewhat primitive). It dominates the brain when it perceives a threat. Your brain doesn't care about being nice or friendly. He wants to survive and does this by trying to gain the upper hand in a fight. Luckily for all of us, there is a second reaction. This is the more developed part of the brain that allows us to communicate and remain calm during conflict. This makes it much easier to find win-win solutions.

If you're lacking communication in your relationship, you're arguing with your partner, and you're starting to feel uncomfortable, here are 11 ways to calm your automatic reactions and set yourself up for peaceful conflict resolution.

1. Sit down and talk face to face. When you face it during conflict, you are more open. Experts advise couples to sit at least one meter apart.

2. Be friendly. How a conversation will end can be predicted with 96% accuracy, depending on how the dialogue was structured in the first three minutes. If you start it hostile, your opponent will defend and attack. Try to name five things you appreciate about your partner. This will help you appear friendly.

3. Focus on feelings, not facts. Conflicts in relationships are not so much about facts as they are about your feelings. If you notice that the atmosphere is heating up, take a step to the side. Try to analyze and understand your emotions and what they mean for you, your partner and the relationship.

4. Take a break. Literally shut up in the middle of an argument because you risk saying too much. You can even develop a certain signal between yourself that stops the attack-counterattack cycle and gets you back on track.

5. Speak slowly and softly. When you are in the middle of a conflict, you speak loudly and harshly, trying to talk over each other. Watch your tone, as a slow and soft voice can break up any argument.

6. Be brief. Try to express your idea in one sentence. When you talk about a problem for too long, it's like an avalanche falling down a mountain.

7. Be calm, breathe deeply. When you take deep breaths, you regulate your nervous system. This is a very tactical move as you begin to understand your feelings and calm down.

8. Show love. When you argue, be sure to voice positive comments. “I really love you, and sometimes I get upset because...” “I know that you are worried about us, and we will solve this problem.”

9. Make concessions to win. In conflict, it's likely that your partner expects resistance, so when you don't attack back, he feels disarmed. You can do this by asking open-ended questions, such as, “Is this important to you? Please help me understand why?

10. Reduce tension. When you see your partner reacting to something, help him stay calm. You can voice the following phrases: “I had no idea that this would upset you so much.” “I know this is a difficult conversation and I would like to calmly express our feelings without damaging the relationship.”

11. Think positively about your relationships. During times of conflict, remind yourself how much your partner loves and cares about you, and how this difficult conversation will help you understand yourself. These thoughts will help you maintain calm and presence of mind.

By skillfully implementing these 11 “tricks” into any high-conflict conversations, your partner and you are likely to learn how to have a mature dialogue that expresses warmth and love rather than highlighting each other's flaws and shortcomings.

We live in a world of conflict. Every day we become participants or witnesses to conflicts, participation in which is painful and unpleasant. Unresolved conflicts are dangerous for the development and prosperity of an organization. They show its weaknesses and indicate where efforts need to be directed to create a viable organization.

Our quarrels and disagreements are part of life,
and it is a mistake to try to avoid them.

Undoubtedly, the conflict must be resolved. An unresolved conflict is like an untreated disease. It can be healed, but then there will be problems.

What is conflict? Conflict- this is the lack of agreement between the parties who are in any way involved in joint activities. There may not be agreement for various reasons: due to the fact that the parties involved have different goals, imagine the situation differently, experience hostility, distrust, and disrespect for each other.

Conflicts arise especially often when people live or work together. Moreover, the more intense and creative the nature of the joint activity, the more frequent and acute the conflicts.

A conflict can have different colors depending on how it is resolved. Sometimes we can change course simply by looking at the conflict differently. Even a quarrel can be a source of entertainment! However, such transformation is a kind of art that requires special skills. We must first understand that our quarrels and disagreements are part of life, and that it is a mistake to try to avoid them. And life can become less painful if we learn to prevent possible conflict and approach its resolution constructively.

Let's look at conflict resolution techniques developed within the new concept of “Everyone Can Win.” It is a concept of winning without the other party losing. Its purpose is to show that any interaction can be a win-win. The idea of ​​victory and defeat in solving a problem is replaced by the idea of ​​partnership.

We offer you not rules of conduct, but techniques. The same technique can be used in a variety of fields of activity. These skills will help you move from a confrontational mindset to a collaborative one.

CONFLICT RESOLUTION TECHNIQUES

1. The first step in the art of conflict resolution is the ability to perceive conflict as an unrevealed opportunity and watch for signs of conflict.

A crisis

A fairly obvious signal. A person breaks off a relationship with a work colleague or loved one - an unresolved conflict. Violence, heated arguments, insults are clear signs of crisis.

Voltage

Also an obvious signal. A state of tension distorts our perception of another person and many of his actions. Our relationships are burdened with the weight of negative attitudes and preconceived notions. Our feelings towards our opponent change significantly for the worse. The relationship itself becomes a source of constant anxiety. For example, if a husband asks his wife to pass him a salt shaker, and she replies: “Don’t you like the way I cook?” - there is probably an old conflict here.

Misunderstanding

Often we draw false conclusions from a situation due to insufficiently clear expression of thoughts or lack of mutual understanding. Sometimes a misunderstanding is caused by the fact that the situation is associated with excessive tension of one of the participants.

Incidents

Some little thing can cause temporary excitement or irritation, and after some time it is forgotten. A few minor incidents, if misunderstood, can lead to conflict. For example, your colleague Oksana was late for work several times. You didn’t immediately focus on this, although a seed of discontent arose in your mind. A few days later, the need arose to do odd jobs that only you and Oksana could handle. Instead of agreeing on the division of tasks, you began to argue that you are already overloaded with work, while some people sit back and allow themselves to come to work whenever they want.

Discomfort

It is an intuitive feeling that something is wrong, although it is difficult to express in words. Ask yourself, “Is there anything I can do about this at this time?”

If you learn to recognize and respond quickly to signals of discomfort and incidents, you can prevent tension, misunderstandings and crises from arising.

2. The second stage is choosing an approach to the conflict.

Once we enter into conflict or see it coming, we can consciously choose to approach it. However, we do not always do this, slipping into our usual chain of reactions. Every time you react to conflict in a similar way, you develop one of several “conflict habits.”

There are several common conflict resolution styles. They can be located in space relative to two coordinates: orientation towards satisfying one’s interests and orientation towards satisfying the interests of the other party.

Evasion (escape)

A style focused on avoiding conflict. Both sides cannot satisfy their interests. What are the reasons for using this style? Weakness of one’s own position, lack of confidence in one’s own abilities, inability to negotiate, to delay time, to avoid psychological discomfort.

Avoiding a conflict can temporarily relieve tension, but delaying its resolution risks worsening the situation, especially since hidden conflict affects the efficiency of the parties involved. The result of using this style is a “lose-lose” situation.

If you physically or emotionally withdraw from a conflict (perhaps out of fear of confrontation), you are robbing yourself of the opportunity to participate in the future development of the situation.

Avoiding conflict can be a reasonable step if the conflict does not affect your direct interests and participation in it does not affect its development. Such a move can also be useful if it draws attention to an ongoing crisis. In all other cases, care is unacceptable.

Leaving may push your opponent to counter-leave and refuse to participate in the joint development of a solution. The conflict will become protracted and chronic.

Leaving can cause the problem to grow exponentially during your absence.

Also avoid the possibility of punishing your opponent by leaving. Such tactics are often used, consciously or unconsciously, in order to force the opponent to change his attitude towards the conflict.

All of the following are forms of grooming. Think about what happens when you disagree with someone and see if any of these reactions apply to you?

  • Silence
  • Demonstrative removal
  • Offended leaving
  • Hidden anger
  • Depression
  • Ignoring the offender
  • Caustic remarks about “their” things behind “their” backs
  • Transition to “purely business relations”
  • Indifferent (indifferent) attitude
  • Complete renunciation of friendly or business relations with the “offending” party

Accommodation (suppression)

This style is focused on satisfying the interests of the other party and neglecting one’s own. Suppressing serious conflict means that you do not address the main controversial issues. If you remain silent, your opponent does not know what is happening to you.

We refuse to acknowledge the existence of conflict when we try to maintain good relationships at all costs. The reasons for using this style are lack of confidence in one’s own abilities, low self-esteem, the desire to maintain relationships, even at the cost of one’s own interests. People who are prone to this style are generally characterized by those around them as a sweet, kind person, but at the same time as weak, susceptible to the influence of others.

Suppression can be a reasonable tactic if confrontation over minor disagreements is causing undue stress in the relationship. Sometimes conflicts resolve themselves as we continue to maintain friendly relations.

If you are in conflict:

  • pretending that everything is fine;
  • continue to act as if nothing happened;
  • make peace with what is happening so as not to disturb the peace;
  • scold yourself for being irritable;
  • use charm to achieve the desired goal;
  • remain silent, and then begin to hatch plans for revenge;
  • suppress your negative emotions,
  • This means you are using a conflict suppression strategy.

Confrontation

A style focused on satisfying one’s own interests and ignoring the interests of the other party. The main principle of this style: take advantage of your advantages and the weaknesses of your opponent.

In order to implement this style, you need: appropriate power (influence), resources for struggle, confidence in your own rightness and infallibility.

The result of using this style is a “win-lose” situation. It is also possible that the losing side will try to “win back.”

The preference for win-lose tactics is often explained by a subconscious desire to protect oneself from the pain caused by the feeling of defeat. It reflects a form of struggle in which one side emerges as the undoubted winner.

This tactic is necessary if someone in a position of power must restore order for the well-being of all. It is also justified if used to protect people from violence or reckless behavior. However, a win-lose strategy rarely produces long-term results.

If you've tried any of the following approaches, you've been using a win-lose strategy.

  • Strive to prove the other person wrong.
  • Stay angry until your opponent changes his mind.
  • You shout down your interlocutor.
  • Use physical violence.
  • You don't accept obvious refusal.
  • You demand unconditional obedience.
  • You try to outwit.
  • Call on your allies for support.
  • You demand that your opponent agree with you in order to preserve the relationship.

Compromise

The use of this style is associated with the ability to negotiate. It is implemented by achieving bilateral concessions. The result of this style is a “no win, no win” situation. The parties do not receive full satisfaction of their interests, but there is no dissatisfaction on either side.

The ability to compromise allows you to quickly resolve conflicts while maintaining working relationships. Compromise requires certain negotiation skills. Each participant must achieve something. It seems fair: “As old as you are, as old as I am.” However, this solution to the problem implies that some finite quantity is being divided, and that the needs of all participants cannot be satisfied. However, an equal division is often perceived as the fairest solution.

The disadvantage of compromise is that one side may, for example, “inflate” its position in order to later appear generous, or give up its position much earlier than the other. If a compromise was reached without careful analysis of other possible solutions, it may not be the most optimal outcome of the negotiations.

If you are in conflict:

  • maintain friendly relations;
  • looking for a fair outcome;
  • divide the object of desire equally;
  • avoid autocracy and reminders of your primacy;
  • strive to get something for yourself;
  • avoid head-on collisions;
  • you give in to maintain the relationship,
  • therefore, you use a compromise strategy.

Cooperation

This style is based on the full satisfaction of the interests of the parties involved in the conflict. For many, having a winner automatically means having a loser. This is true in sports competitions, but it is not always true in other areas of life. In many cases, each participant can win something. In a conflict situation, try to look at the matter from a different position. Instead of “I have to win and therefore I have to stop him from winning!” - try “I want to win and I want him to win too!” Instead of "He's stronger than me, so I must either outsmart him or give in," try "I'm not against him, I'm with him."

The result of cooperation is a win-win situation. The peculiarity of this style is that it is focused on satisfying interests, and not on defending positions (positional bargaining). In all other styles, there are clear positions of the participants, and conflict resolution is built through pressure (confrontation), concessions (accommodation), and mutual concessions (compromise). The cooperative style involves not defending positions and seeking to satisfy the interests behind the positions by developing agreed upon criteria for resolving the conflict.

People prone to using this style have the following characteristics: positive attitude towards conflict as a new opportunity, value different points of view, are open and friendly, respect themselves and other people, separate people from the problem (from the conflict “I - you” to the situation “we are the problem”), know how to manage their own state, work with information.

The advantage of a win-win approach is that a more agreeable solution can be found, thereby strengthening and improving the relationship. When both sides win, they are more likely to support the decision.

Face conflict positively rather than walking away or suppressing it. Remember, conflict is a creative opportunity. Learn to resolve conflicts. Successful conflict resolution always brings joy and satisfaction, releases energy and helps to develop. Good luck!

Article provided to our portal
editorial staff of the magazine

Conflict is always a tense situation for both parties. To maintain your mental health and not bring yourself to stress, it is recommended to adhere to certain rules in a dispute. You need to seek advice from psychologists on how to behave in a conflict situation.

Analysis of the situation

First, it is necessary to analyze what happened and understand what reasons could lead to such a development of events. In addition, you must understand the degree of danger that threatens you at the moment.

There is no need to think that what happened was provoked only by the need to prove the truth or by the circumstances that arose at that moment, since the problem could be much deeper. Your opponent could have harbored a grudge against you much earlier, or he could have been storing up his discontent for a long time, which led to quarreling between you. Having understood the causes of the conflict, you can move on to the next step.

Opponent analysis

When a conflict arises, you must clearly understand what kind of person you are dealing with.

  1. If he is not confident in himself, then in such a situation he will try to hide as far and better as possible, without denying that he is right and insisting on his principles.
  2. A confident person will be able to fight back in a verbal duel, since she is not used to retreating, including from a showdown.
  3. The most difficult situation can be considered an argument with an overly stubborn and narrow-minded person who, due to his position in society, tries by all means to impose his position only because he considers himself the “master of life.”
  4. It is also necessary to beware of conflicts with people who have mental disabilities or a low level of intelligence. The main reasons why you should not get involved with such individuals are the presence of aggressive behavior and the lack of a reasonable ending. In addition, there is a possibility that the conflict could escalate into a physical clash, in which you could get hurt due to an unshared opinion.

Which behavior strategy to choose?

If you have already identified which category your opponent can be classified into, then it is recommended to move on to selecting a behavioral style and understand how to behave in a conflict situation.

Psychologists say that there are five main types of strategies for behavior in conflict. Why do you need to know these strategies? As a rule, a person usually uses one of them - it depends on his character and position in the team. However, it is possible that under certain conditions he may use another strategy. To destroy dynamic stereotypes in this way means to develop as a person.

Avoiding a dispute

Using this strategy can be considered advisable if you do not have time to solve the problem. The showdown should be postponed, since the situation must be more carefully analyzed. It is recommended to use it for controversial issues with management. The choice of this style of behavior is reasonable when:

  • you don't see a solution to the problem now)
  • During the negotiation process, you begin to doubt that you are right)
  • defending your point of view is more important for the interlocutor, not for you)
  • there is a lack of time to resolve the conflict)
  • it is more expedient to agree with the opponent’s opinion)
  • you do not consider the subject of disagreement quite serious)
  • dispute may cause more complex problems for you)
  • there is a possibility that the situation will worsen due to the openness of discussions.

Rivalry

This strategy involves openly defending your position. It is applicable in situations where solving a problem is important for both parties to the conflict. The possibility of losing the dispute cannot be ruled out. The selection of this style of behavior should be determined by the following circumstances:

  • high importance of solving the problem specifically for you)
  • you have no other choice)
  • publicity of the discussion, when the opinions of others are not indifferent to you)
  • you have great power or authority over a person and are confident in the outcome of the dispute)
  • you represent authority for your opponent)
  • a quick solution to the problem is needed.

Cooperation

This style of behavior is characterized by a long process of resolving the situation that has arisen, the outcome of which should lead to the satisfaction of both parties. In this case, the participation of all disputants and strict consideration of their interests is necessary. This strategy can be used when:

  • desire to remain on good terms with your opponent, since he is a close person, friend or colleague for you)
  • equality of the parties)
  • sufficient time to resolve the conflict)
  • the need to find a mutually beneficial solution to the issue.

This is the most constructive way out of the conflict. As a result, a new product, a new idea, a new team appears.

Device

Often people are faced with situations when they simply need to make concessions to their interlocutor. Psychologists call this behavior in conflicts adaptation. To prevent the dispute from becoming more serious, you should accept your opponent’s opinion, at least outwardly.

This strategy is best chosen when the issue is not fundamental to you. This may be a conflict with management in which it is simply vital to give in, unless, of course, you want to worsen your situation. By using this approach, you will not only maintain a good relationship with the person, but you will also be able to gain a significant amount of time in accepting a common position.

Compromise

Here you can defend your point of view on the problem, which is a positive thing. But you will also have to accept the other side's opinion, albeit partially. This strategy allows you to avoid serious development of the conflict and make a decision that satisfies not only you, but also your interlocutor.

This method of behavior is advisable to use when both parties are equal disputants and put forward equally reasonable arguments in their favor. If changing your opinion to suit your opponent's needs is not such a serious problem, then this method is ideal. The compromise obtained during the discussion will give you the opportunity to get at least part of what you want, as well as maintain friendly relations with your opponent.

The second stage of resolving the controversial issue

This stage involves resolving a conflict situation. This must be done in accordance with the style of behavior you have chosen. In this case, you and your opponent will need to set your own limits, which each party will have to accept. At this stage, you will have to very quickly rebuild your judgment and maneuver the situation quite skillfully.

Among other things, you should wait a little time with your response to your opponent’s opinion. All his demands or phrases should be ignored, and periodic pauses should be made in the conversation.

It is not at all necessary to immediately answer all the questions of the disputant - it is best to distract him from this through other questions that do not correspond to the given topic. This will allow you to more carefully consider the style of your behavior to resolve conflict.

When the other side calms down a little and stops arguing its position, you are advised to evaluate its opinion, but in such a way that it understands its importance too. Here you can suggest making some adjustments to the interlocutor’s idea, which will help in solving the problem. Fulfilling this requirement in any situation leaves the most negatively minded opponent unarmed.

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1 -1

No matter how peaceful you are, sooner or later they will try to drag you into conflict. Misunderstandings grow out of nowhere, and the exchange of arguments develops into a furious dispute that can end sadly for both disputants. The one who comes to his senses first gains control of the situation, and here are some ways to stop the emerging conflict.

A state of passion can lead to serious consequences, so you should not inflate the conflict, it is better to try to reduce it to nothing. This does not mean that you have to give in to everyone, but there are several ways to relieve tension and move the dispute into a more peaceful direction.

Stay calm

Remember that the only emotions you can control are your own. So, before you try to reassure someone else, make sure there is no anger left in you. To do this, you can use different techniques, such as breathing and visualization.

Let the other person talk

If someone engages you in an unpleasant, heated conversation, let them say whatever they want. Interrupting or feigning indifference is the best way to infuriate your interlocutor even more. Remember that in these circumstances you are talking to an inadequate person. Responding calmly is a good way to reduce the intensity of passions and discuss the situation in a calm environment.

There's no victory

If the conflict begins with your opponent's ridiculous argument, don't get hung up on the desire to win. For example, someone claims that you whispered too loudly in the theater, you admit it (even if it’s not true) and that’s it, the conflict is over.

When you argue with strangers for ridiculous and insignificant reasons, the sole purpose of the confrontation is to win. And when you agree, your opponent simply has no reason to continue the quarrel.

What is more important to you: your nerves and time or a meaningless victory that has no benefit? Moreover, most likely it will not exist, and everyone will remain with their own opinion.

Keep your distance

If a conflict is likely to escalate into physical violence, keep your distance from the other person. In a tense argument, any movement towards an opponent who views you as an aggressor can be perceived as an attack. So keep a safe distance and he won't feel threatened.

Don't stoop to insults

If a dispute has run out of arguments, many prefer to press the point with insults and profanity. Try to avoid this and do not succumb to provocations - insults only aggravate any conflict. Leave all the obscenity for your inner voice.

Ask yourself a question

Conflicts periodically arise in any area, and while your future depends on some, others are absolutely meaningless in their essence and are needed by opponents only for self-affirmation.

If it seems to you that most of your quarrels are exactly like this (and it doesn’t matter who is asserting himself: you, your opponent, or both), ask yourself just one question:

What is more important to me: to prove that I’m right or to be happy?

The more conflicts, the less happiness in life, so the choice is yours.

Finding himself in a conflict situation, a person chooses, often unconsciously,one of five behavior strategies:avoidance or withdrawal; device; rivalry or competition; compromise; cooperation.

Choices are often made based on past experience. But the experience of conflict resolution in childhood does not always apply to new situations.

If as a child you had to shout or stomp your feet in order for your parents to listen to your opinion, then this is unlikely to be suitable when arguing with colleagues. And when you were scolded, did you go to your room offended or get into a heated argument?

When meeting with an irritated, aggressive patient, a stereotype may come into play. When you are in a conflict situation, to effectively solve the problem you need to consciously choose a behavior strategy. In this case, of course, you should take into account your own style, the strategy of others involved in the conflict, as well as the nature of the conflict itself.

Avoidance - this is behavior in a conflict situation, which is expressed by self-elimination, ignoring or actual denial of the conflict.

Forms of withdrawal can be different: you remain silent, turning off from the discussion of the issue, demonstratively withdraw from negotiations, or leave offended with a complete refusal of further friendly and business relations with the conflicting party, making sarcastic remarks about the opposition.

nents behind “their backs”.

The reason for choosing this strategy may be: lack of confidence in yourself and your strengths, fear of losing; uncertainty of one’s own position on this conflict issue; the desire to gain additional time for serious preparation for participation in the conflict; lack of authority, time.

If you choose avoidance as your behavioral strategy, then you will save time and nerve cells 11, but you may lose further influence on the course of events. The conflict will either be resolved without taking into account your interests, or it will not be resolved and will grow And deepen.

However, in a situation that does not directly affect your interests, leaving can be useful. It is likely that if you try to ignore the conflict and not express your attitude towards it, the problem will solve itself. If not, you can do it later when you are ready for it.

Device - this is behavior manifested in changing actions and attitudes under real or imagined pressure from the opposite side, compliance with someone else’s opinion to the detriment of one’s own interests.

It looks like this. You pretend that everything is fine, even if something really hurts you, you prefer to put up with what is happening so as not to spoil the relationship: first you silently agree, and then you hatch a plan for revenge or try to find workarounds to achieve your goal.

An adaptation strategy is resorted to if the conflict situation does not affect vital values; maintaining relationships is more important than defending your interests; awareness that the opponent is right; there are more important interests at the moment; the other has more power; believe that the other person can learn a useful lesson from this situation; can achieve their goal in a roundabout way.

Accommodation, smoothing over conflict, can be a smart tactic if arguing over minor differences could ruin a relationship. There are times when conflicts resolve themselves due to the fact that people continue to maintain friendly relations. But in a situation of serious conflict, the adaptation strategy interferes with the resolution of the controversial issue, since it does not resolve the situation and does not allow your partner to know the real reason for your dissatisfaction.

This style is best used when you feel that by giving in a little, you are losing little. If you believe that you are inferior in something important to yourself and feel dissatisfaction due to this, then in this case the adaptation strategy is unacceptable. It is also not suitable if you see that the other person will not appreciate what you have done and is not going to give up something in turn.

The coping strategy is a bit like withdrawal in that it can be used to delay and resolve a problem. The main difference is that you act together with the other person, participate in the situation and agree to do what the other wants.

When you choose an avoidance strategy, you do nothing to satisfy the interests of the other person. You simply push the problem away from yourself, walk away from it.

Rivalry or competition - characterized by strong personal involvement in the fight, activation of all your potential capabilities while ignoring the interests of your opponent.

The basic principle of this strategy is: “For me to win, you must lose.”

Rivalry is manifested by the fact that you or your partner strive at all costs to prove that you are right, resort to putting pressure on your opponent, try to convince him, shout him down, use physical force, and demand unconditional consent and obedience.

The reasons for a person’s choice of this strategy can be very different: the need to protect one’s interests: life, family, well-being, image, etc.; desire to establish priority in the team; desire for leadership; distrust of people in general, including opponents; egocentrism, inability to look at a problem from a different point of view; a critical situation that requires immediate resolution.

This strategy makes sense if you are taking control in order to protect people from violence or reckless behavior. This can be effective when you have some power and know that your decision in a given situation is the most correct and you have the opportunity to insist on it.

When you use this approach, your popularity may fall, but you will gain supporters if you get positive results quickly. However, this strategy rarely brings long-term results - the losing party may not support a decision made against its will.

Compromise - This is the resolution of a conflict situation through mutual concessions. Each side reduces the level of its claims. Both opponents are looking for a fair outcome to the conflict situation from the very beginning. The reasons for choosing a compromise solution are usually: the desire for at least a partial gain; recognition of the values ​​and interests of other people, as well as one’s own, the desire to be objective; when negotiations have reached a dead end and compromise is the only way out.

Choosing a compromise strategy can be useful in a situation where both parties have equal power and have mutually exclusive interests. Compromise is sometimes the last opportunity to come to some kind of solution that will allow you to save the relationship and get at least something.

This approach implies that each participant has achieved something. But if a compromise was reached without careful analysis of other possible solutions or on insufficiently equal terms, it will not be the most optimal outcome of the negotiations. Neither party will adhere to a solution that does not satisfy its needs.

Cooperation - This is a strategy of behavior in which the first place is not the solution to a specific conflict situation, but the satisfaction of the interests of all its participants.

A cooperation strategy will be most effective if: solving the problem is very important for both parties, and no one wants to completely distance themselves from it; the conflicting parties have long-term and interdependent relationships; there is time to work on the problem that has arisen; the parties are able to explain the essence of their interests and listen to each other; the parties to the conflict have equal power or want to ignore the difference in position in order to seek a solution to the problem as equals.

The goal of cooperation is to develop a long-term mutually beneficial solution. Sometimes cooperation looks like compromise or accommodation. This happens when, as a result of a discussion, you change your original position and partially or completely yield to your partner. This happens not because he turned out to be stronger than you or more right, but because you found another, more optimal solution to your problems.

Cooperation does not always lead to success, but if you begin to resolve a conflict situation in this way, you will most likely achieve more.