Conflict mapping examples from family life. Conflict Mapping Guide (P

Method name - cartography- appeared in Western literature due to the fact that the incoming information, being ordered in the head of a person, forms his thesaurus, which, in detail on a geographical map showing the area, can be fixed on paper. However, a thesaurus, like a map, is not a territory, i.e. it is just a diagram of reality. The more clearly for ourselves and for others we can express what really exists in our thesaurus, the better we will be able to understand - this is our partner. Conversely, the more clearly the partner expresses this, the easier it will be to understand him. The proposed method of cartography is trying to bring together the "maps" of different people.

When talking about "character clash," people often don't know what drives other people. Conflicting, or "difficult" people have their own structure of the thesaurus and their own "map", the description of which can help communicate with them. Behind the roughness of a teenager, there may be a fear of being rejected by peers or the need to gain independence in making adult decisions, etc. Perhaps the understanding of this by a teacher or a parent will change the attitude towards him and at the same time solve the problems of his behavior. Claims for recognition can take place not only in adolescence, but also among adults, and sometimes you just need to respond in a timely manner with praise and encouragement in order to remove the problem. The method of conflict mapping, proposed by Australian psychologists H. Cornelius and S. Fair in the book "Everyone Can Win" is used as a means of analysis and introspection for resolving conflicts - interpersonal, intrapersonal, and intergroup. It allows you to explicitly present the "cards" of the conflicting parties and identify those aspects that interfere with adequate perception and understanding of each other.

This method can be used to resolve an impending conflict or in a situation of making an important decision. Wanting to choose, for example, a profession, entering an educational institution or work, going with friends on vacation or camping, before discussing important business problems, i.e. in any case, when this decision affects important personal or business issues or relationships, this method is useful.

The method of conflict mapping can help to make the right decision, and most importantly, to prevent the emergence of an unwanted destructive conflict. You can resort to it alone with yourself, and also decide with the participation of all interested parties. In the case of a single-handed decision, you only have to make assumptions about the intentions of the other party, but this process itself can lead to an expansion of your ideas and understanding of other people. The need for additional information will allow you to ask your partner or yourself a question in time and avoid mistakes. This method is used both at the planning stage and in the process of implementing plans.

By creating a mapping with the other party (at home or in a group), you can make it clear what is preventing agreement, where you differ. Cartography allows you to see a lot that might elude your attention. The needs of people, their attitudes and fears affect the behavior in the conflict and the attitude towards the partner.

Cartography allows us to see the "pitfalls" of our own needs or fears, often hidden from ourselves, distorting our perception of another person.

The value of this method lies in the ordering, systematization of the available information on a specific problem.

First step - an understanding of the essence of the problem and its brief designation.Describe the problem in general terms and outline it in two words (one phrase). At this stage, there is no need to go into the problem or look for a solution. If the problem concerns, for example, the fact that in the group someone “pulls the blanket over himself, ie uses everything, not wanting to make efforts on his part, then you can express this in the words "fair distribution of responsibilities in the group." When it comes to clash and lack of trust, the issue can be identified by the topic "Communication". A family problem of dishwashing or clutter in the apartment can be referred to as “dishwashing” or “housework”. Don't worry just yet if this doesn't fully reflect the problem. It is important to define the conflict itself that you will be scheduling. Remember that you should define the problem in the form of “yes or no”, “this or that” choice. Further, you will have the opportunity to find new and original solutions and designate them differently. It is desirable to designate specifically, without generalizing too much.

Second phase - identification of the parties, or participants, in the conflict.Identify the main participants in the conflict, which can include both individuals and groups (i.e. group or groups of students, teachers, principal, parents of students, etc.). They can be grouped according to the degree of involvement in the conflict or their role in it. If, for example, cartography identifies a conflict between students and one of the school's teachers, it can include the teacher, students, principal, parents, etc., although it can directly concern only the teacher and students. If you are mapping a conflict between two students, then you can specifically include Petya K. orVasu T., having united all the other students into one group, and it may be necessary to include all by name and add to the list the surname or name of the teacher, head of practice, etc.

The third stage is identification of true needs.What are the main needs and concerns of each of the main stakeholders in relation to this issue? Needs in a broad sense are desires, values, interests and in general everything that may seem important to a person. Needs can include: recognition and understanding, study that brings satisfaction, interesting constant work, respect, etc., as well as quite material things - an apartment, a car, a specific book, a table and even the ability to keep things in a mess, do what whatever you want.

To identify the needs, you can ask the participants: "In terms of this problem ... what are your (their) needs?" This question can be asked to yourself, other participants, or both. Persistently asking each participant the question: “What would you like?”, “What else do you want?”, Alternating with the question: “Why?”, Put the answers in the appropriate part of the table. If the cartography is compiled by one person, then he is responsible for all participants, trying to see the problem through their eyes, read on their position. Questions: "What do you want?" - and after him: "Why?" - help to identify the motivation behind the positions of the participants.

When you get the impression that this list has been exhausted, you can go in a circle, asking everyone the question: "What are you afraid of?" or "What are your concerns?" By writing down all the needs and concerns in each column, we expand the range of possible solutions and create conditions for more acceptable and effective solutions at the end of this process. Sometimes the views of the participants can be so harsh and categorical that it is practically impossible to distract them from the previously prepared decisions. In order to shift attention to needs, it is useful to ask questions such as: “Your decision is that we (they) should do this and that. What will it give you? " The answer to this question will also help uncover implicit needs.

If the mapping process deviates from a given goal or one of the participants deliberately leads him aside, you can interrupt the process by politely asking where he thinks it is possible to write down this need or concern, where he sees its place, and then continue the process by asking to return to the point where you left off before.

Fourth stage- analysis of cartography. Sometimes the same need will be fixed in several or even all of the participants. In this case, it is worth emphasizing or somehow highlighting this need in order to show that all participants have common interests.

If there are common concerns, for example, it often happens that people, in order not to lose their authority, exacerbate the conflict. Parents, fearing to lose respect for their son, "to lose their authority", forbid the teenager to come later than the due date, and the teenager, claiming the same respect, demands the right to come when he sees fit, and so on. It is important here to see that common needs and interests can be understood.

Look for new information and new insights - something that you previously missed or misunderstood. Cartography helps you see a situation through the eyes of another person.

Look for matching needs as a fulcrum.

Look for common values \u200b\u200bor ideas shared by all participants as a common point of view and support it.

Consider complementary values \u200b\u200band perspectives, that is, what can lead to the formation of common views that are important at this stage only for one of the parties. So, for people protesting against breeding dogs and keeping them in city apartments, it is important to maintain cleanliness on the paths around the house, keep children's playgrounds in order, etc. Keeping dogs clean and tidy is also important for those who keep dogs, as dirt and debris are harmful to their dogs. At the same time, dog breeders do not take into account the fact that the owners themselves should clean up after the dogs. To bring the parties to agreement, one must go from agreement to disagreement.

Ideally, shared views should be broad enough to include the individual values \u200b\u200bof all parties. For example, it is important for a parent that the child does homework, and it is important for the child to have time to play. Shared values \u200b\u200bshould include both.

Look for hidden needs, gains that one party gets from certain decision options. Very often it can be feelings, the need for respect, recognition, preservation of reputation. Highlight these hidden needs and concerns.

Look for the most difficult points that require urgent attention.

Look for those needs and concerns that came up unexpectedly and now require more detailed consideration.

Look for and stimulate winning prerequisites for everyone. Recognize the elements that are important to some side, especially if your concession in this regard does not involve big sacrifices. Look for a win-win basis for all parties by offering solutions that include win-win elements for all.

Analyze the above comments yourself and discuss them with all participants. Then write down the questions that require attention in developing options for solutions.

When is it advisable to use cartography with yourself?

A feeling of confusion and a complete lack of understanding of how to proceed.

Hopelessness of the situation or impasse in reasoning.

The state of inability to make a choice due to the abundance of available options.

A situation of premonition of something that is not completely clear.

Looping over certain points (resentment, anger, irritation).

When is it advisable to use the mapping method with others?

To overcome difficulties and resolve conflicts in the family, with relatives and friends.

In preparation for business negotiations, as well as to bring them out of the impasse.

In preparation for divorce and division of property.

When solving business problems in a group where there is a "conflicting person".

In intergroup conflicts.

In anticipation of upcoming changes (for example, when planning a new educational program, a new course, the adoption of agreements between students and the administration).

This method was developed H. Cornelius and S. Fair... Its essence lies in the graphical display of the components of the conflict, in the sequential analysis of the behavior of the participants, in the formulation of the main problem, the needs and fears of the participants, ways to eliminate the causes that led to the conflict.

Stages of conflict resolution:

1) define the problem of the conflict in general terms, i.e. express the problem in one general phrase (what is the problem?);

2) identify and name the main participants (who is involved?);

3) identify the needs and concerns of each member or group (what are their real needs?).

Advantages of the cartography method:

1) limiting the discussion to certain formal frameworks, which will largely help to avoid the excessive appearance of emotions, since the process of drawing up a map itself requires switching a person's consciousness from emotions to reason, thinking;

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

3) understands both his own point of view and the point of view of others;

4) creates an atmosphere of empathy.

Structural and organizational methods (business meetings, disputes, conferences, courts, strike, mediation).

Dispute is a characteristic of the process of discussing a problem, a way of collective research in order to establish the truth.

Exist 7 options for discussing the dispute (Andreeva):

1. Heuristic - one of the parties, without insisting on its decision, uses the method of persuasion, intuition and common sense, which allow to persuade them to their point of view. 2. Logical - harsh logical analysis and argumentation, due to which, through formal logic, the parties to the dispute come to a final conclusion. 3. Sophistic - one of the parties strives to defeat its opponent by any even wrong way of proving its innocence.

4... Critical approach - one of the parties focuses on the disadvantages, weaknesses of the opponent and does not strive for positivity in the relationship, but also cannot offer its solutions.

5. Demagogic approach - one of the parties is arguing not for the sake of the truth, but in pursuit of its own personal goals to divert the discussion away from the truth.

6. A pragmatic approach - one or both parties are arguing not for the sake of truth, but for the sake of their practical or mercantile goals.

Business meeting - a method of resolving conflicts based on already identified true reasons and identified direct participants. In any meeting, there is a person who takes responsibility for decision... A business dispute, taking into account the creative activity of the participants through the processes of argumentation based on the causes of the situation, makes it possible to develop a generator of a way out of the situation.

The court is one of the methods for resolving conflicts through the regulation of behavior based on laws. Law is a right based on traditions, customs, social norms and religious norms of human behavior.

Mediation is a method that involves mediation in solving problems without imposing solutions on the conflicting ones, the task is to help the conflicting people come to an agreement. Mediation differs from negotiation only in that it is a small negotiation method, where a third, disinterested party organizes and manages the negotiation process, giving them a constructive character.

13. Conflict mapping

There are several ways or methods to determine the causes of conflicting behavior. As an example, consider one of them - method of cartography conflict. Its essence lies in the graphic display of the components of the conflict, in the sequential analysis of the behavior of the participants in the conflict interaction, in the formulation of the main problem, the needs and fears of the participants, the ways to eliminate the causes that led to the conflict.

The work consists of several stages.

At the first stage the problem is described in general terms. If, for example, we are talking about inconsistency in work, about the fact that someone does not "pull the strap" together with everyone, then the problem can be displayed as "load distribution". If the conflict has arisen due to the lack of trust between the individual and the group, then the problem can be expressed as "communication". At this stage, it is important to determine the very nature of the conflict, and it does not matter yet 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.

In the second stage the main participants in the conflict are identified. You can enter individuals or entire teams, departments, groups, organizations into the list. To the extent that the people involved in the conflict have common needs in relation to the conflict, they can be brought together. A combination 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 department can also be selected separately.

Stage three involves listing the basic needs of the Guests and the fears associated with them, of all the main participants in the conflict interaction. It is necessary to find out the motives behind the positions of the participants in this matter. The actions of people and their attitudes are determined by their desires, needs, motives that need to be established. The term "fears" means anxiety, anxiety of the individual when it is impossible to realize some of his needs.

Basic rules of teacher behavior in a conflict situation.

Do not expand the subject of the quarrel, the cause of discontent... The complaints often expressed by the teacher against the students are vague and not specific. The teacher, for example, says to the student: “You’ve begun to treat classes badly”. With such a formulation of the claim, the student can only guess what this bad attitude is manifested in.

It is important to follow the rule of “reducing the number of claims at one time”. The simultaneous statement to the student of many claims will give him the impression of guilt in everything that happens around him, and he will begin to make excuses even for what he is not accused of. As a result, the student will be annoyed that "nothing will please you," and "if you don't like me, I can leave: it didn't hurt, and I wanted to work in your sports section!"

Treat the initiator of the conflict fairly and impartially.Any interpersonal conflict begins with the appearance of a person who is dissatisfied with something. Once a person comes out with disagreement, with grievances, claims, it means that he expects the other side to listen to him and change his behavior. The teacher should develop an attitude in himself that the student always has some reason for complaint, discontent and expresses them not for pleasure (unless, of course, he is a quarrelsomer), but because something bothers him, makes him worry, - to suffer. Therefore, the teacher should not immediately dismiss the claims expressed by the students, and even more so, reproach and scold the complainants, they should be calmly and carefully listened to and try to understand.

Show emotional endurance.Often, the overly emotional tone of the teacher's conversation with the students leads to conflict. Categorical, categorical statements, heightened tone, aggressiveness without choosing expressions create a tense emotional state in students. It is natural that the tactlessness, and sometimes even the rudeness of the teacher, will cause a response from the students: as they say, you sow wind, you reap a storm. But the teacher will not achieve the goal. Therefore, a teacher should restrain his emotions and, moreover, not transfer a business conflict to a personal level, not affect the self-esteem of students.

Formulate a positive solution to a conflict situation.In the event that a student presents claims and a conflict situation arises on this basis, the teacher must offer a way to resolve it, eliminate the cause that caused the disagreement or discontent of one of the parties. This can be done in the form of a partial concession, relaxation of requirements.

Factors influencing the resolution of crisis moments. Summing up the described strategies and methods for resolving conflicts, you can independently develop a model of behavior in a crisis, conflict situation and achieve your goals in each specific case. It should be borne in mind that the following factors play an important role in resolving crisis moments:

· The adequacy of the reflection of the conflict;

· Openness and efficiency of communication between conflicting parties;

· Creation of a climate of mutual trust and cooperation.

1. Adequate perception of crisis moments as a manifestation of conflict situations.Very often in a conflict situation, we misperceive our own actions, intentions and positions, as well as the actions, intentions and points of view of the opponent. Typical perceptual distortions include:

"Illusions of your own nobility." In a conflict situation, we often believe that we are the victim of the attacks of a vicious adversary whose moral principles are highly questionable. It seems to us that truth and justice are entirely on our side and testifies in our favor. In most conflicts, each of the opponents is confident that he is right and strives for a fair resolution of the conflict, he is convinced that only the enemy does not want this. As a result, suspicion often naturally stems from existing prejudice.

"Looking for a straw in the eye of another." Each of the opponents sees the shortcomings and errors of the other, but does not realize the same shortcomings in himself. As a rule, each of the conflicting parties tends to ignore the meaning of their own actions in relation to the opponent, but reacts with indignation to his actions.

"Double Ethics". Even when the opponents realize that they are performing the same actions in relation to each other, all the same, their own actions are perceived by each of them as permissible and legal, and the actions of the opponent as dishonest and impermissible.

"All clear". Very often, each of the partners oversimplifies the conflict situation, and so that it confirms the general idea that his merits are good and correct, and the actions of the partner, on the contrary, are bad and inadequate.

These and similar delusions inherent in each of us in a conflict situation, as a rule, exacerbate the conflict and prevent a constructive way out of a crisis, problem situation. If the distortion of perception in a conflict is excessively large, there is a real danger of being trapped in your own bias. As a result, this can lead to the so-called self-confirming assumption: assuming that your partner is extremely hostile, you begin to defend against him, going on the offensive. Seeing this, the partner experiences hostility towards us, and our preliminary assumption, although it was incorrect, is immediately confirmed. Knowing about such ideas in a conflict situation, try to analyze your feelings more carefully in specific cases.

2. Open and effective communication of the conflicting parties

Communication is the main condition for constructive conflict resolution. However, unfortunately, in a conflict situation, communication tends to deteriorate. Opponents mostly try to hurt each other, and they themselves take a defensive position, hiding any information about themselves. Meanwhile, communication can only help to resolve the conflict when both parties are looking for a way to reach mutual understanding. This can be done by performing the following recommendations.

A) Control the emotional sphere.

B) Use communication to resolve the conflict.

C) Create a climate of mutual trust and cooperation. This can be facilitated by the manifestation of trust in the partner through the willingness to open up to him such an unprotected position, which is the desire for agreement and mutual understanding, unwillingness to use the enemy's weak and vulnerable spots.

Conflict resolution methods

Distinguish between structural and interpersonal methods of conflict resolution.

Structural methods:

› clarification method requirements is to explain to people the results that are required of them. It is most effectively used to resolve conflicts in an organization Explaining to each employee and department what results are expected of them, the manager must convey to the subordinates the level of results that should be achieved, who provides and who receives various information, the system of authority and responsibility, as well as clearly define policies, procedures and rules;

› coordination and integration methods - the establishment of a hierarchy of powers, streamlining the interactions of people, decision-making and information flows within the organization. Establishing the principle of one-man command makes it easier to use hierarchy to manage a conflict situation, since the subordinate knows whose decisions he must execute. If a disagreement arises on any issue between employees, it is resolved by the manager and the conflict is settled. To resolve a conflict situation between departments, such integration method is often used as the creation of cross-functional, target groups, interdepartmental meetings;

› corporate cross-cutting goals - directing the efforts of all participants to achieve a common goal. The joint implementation of these goals leads to team building, prevents conflicts;

› structure of the reward system - is used as a method of influencing people to avoid dysfunctional consequences. People who try to approach the problem comprehensively should be rewarded with gratitude, bonus, recognition or promotion. However, the reward system should not reward non-constructive behavior by individuals or groups.

Interpersonal methods or styles of conflict resolution:

evasion - a method of responding to a conflict, expressed in ignoring and actually denying the conflict. It is used when the problem at issue is not important, its solution may be delayed, in a hopeless situation, when a person feels wrong or is forced to obey. It is also used when it is necessary to communicate with a complex person;

smoothing - Satisfaction of the interests of the other side through accommodation, concessions, agreement, sacrificing their interests in favor of another person. It is used in the case of a low significance of what happened, when it is necessary to maintain peace and good relations, when the outcome is much more important for another person than for you, in the case of realizing that you are wrong, when there is little power or there is little chance of winning, etc.

competition - is used by active people who prefer to go to the conflict resolution in their own way. It can be used in cases where the outcome is very important and a big stake is placed on it, when you have sufficient authority to make a decision, when you need to make a quick decision, with the appropriate authority, in the absence of other choice, or in the case when there is nothing to lose, in a critical situations, etc.

compromise - an open discussion of opinions and positions, which are aimed at finding solutions that are most convenient and acceptable for both parties. It is used in the case when there is not enough time, with the same power, when a temporary solution suits, etc.

cooperation is a form of conflict resolution, in which meeting the interests of both parties is more important than resolving the issue itself. It is used in case of long-term friendly cooperation, when there is time to study the issue, etc.

Diagnostics of conflicts.

The date of the beginning of scientific psychology is considered to be 1879, when Wundt opened the first psychological laboratory in Leipzig.

Of particular importance for activities related to the management of people is practical psychology.

Famous psychologists Yu.M. Zabrodin and V.V. Novikov note that the difference between theoretical (research) and scientific-practical psychology consists, first of all, in the subject and object of study. Scientific and practical psychology always deals with a real object, which contains everything: a personal structure, and a system of mental processes, properties, functions, and a system of functional and other mental states with their own dynamics.

Understanding the nature of a real object in practical psychology should be based not only on a separate object representation that exists in psychological science (or its field), but also on the reality in which this real object is included - a person with all its features, included in the real sphere life (professional, household and personal) and filled with various life problems that can please and torment him.

Practical psychology has four parts:

1) psychology of individuality;

2) psychology of relationships and interactions in a group;

3) psychology professional activity;

4) psychology of personal and everyday life.

Representatives of the early schools of management, including adherents of the school of human relations, believed that conflict was a sign of ineffective organizational performance and poor management. In our time, management theorists and practitioners are increasingly inclined to the point of view that some conflict, even in the most effective organization with the best relationships, is not only possible but desirable. You just need to manage the conflict. The role of conflicts and their regulation in modern society so great that in the second half of the twentieth century a special field of knowledge emerged - conflictology. Sociology, philosophy, political science and, of course, psychology made a great contribution to its development.

Define the conflict as a lack of agreement between two or more parties - individuals or groups.

Lack of agreement is due to the presence of a variety of opinions, views, ideas, interests, points of view, etc. However, as already noted, it is not always expressed in the form of an explicit clash, conflict. This happens only when existing contradictions, disagreements disrupt the normal interaction of people, hinder the achievement of goals. In this case, people are simply forced to somehow overcome differences and enter into open conflict interaction.

In the process of conflict interaction, its participants can lead the situation to different consequences. The first possibility is the risk of destroying the basis for further interaction and other negative consequences if only selfish desires for a one-sided victory are followed, when subjectivity prevails, and monologue prevails over dialogue and non-constructive approaches are used. The second opportunity is to maintain trust as the basis for further interaction.

Opponents, participating in an open conflict, get the opportunity to express different opinions. If you do this relying on analysis conflict by applying constructive behavior, then it becomes possible to identify more alternatives when making a decision, and this is precisely the important positive meaning of the conflict. This does not mean, of course, that the conflict is always positive.

The main functions of conflicts are presented in table 1.

Table # 1.

Conflict functions

Positive	Negative
relaxation of tension between conflicting parties	high emotional, material costs of participating in the conflict
getting new information about the opponent	dismissal of employees, reduced discipline, deterioration of the socio-psychological climate in the team
rallying the team of the organization in the confrontation with an external enemy	seeing defeated groups as enemies
stimulating change and development	excessive enthusiasm for the process of conflict interaction to the detriment of work
removal of submissive syndrome from subordinates	after the end of the conflict - a decrease in the degree of cooperation between part of the employees
diagnostics of opponents' capabilities	difficult restoration of business relations (“conflict train”).

In some cases, the perception of the situation by the individual may be far from the real state of affairs, but the person's reaction to the situation will be formed based on his perception, from what it seems to him, and this circumstance significantly complicates the resolution of the conflict. The negative emotions that have arisen as a result of the conflict can be quickly transferred from the problem to the personality of the opponent, which will complement the conflict with personal resistance. The more the conflict intensifies, the more unattractive the opponent's image looks, which further complicates his solution. A vicious circle appears, which is extremely difficult to break. It is advisable to do this at the initial stage of the event deployment, before the situation gets out of control.

In order for the behavior in the conflict to serve not confrontation or connivance, but real control, our actions must be justified research reality, situational analysis conflict situation.

Research methods:

Cartographic analysis of a conflict situation

Cartography methodconflict. This method was developed by Morton Deutsch, who conducted research into the causes of partner and competitive behavior. It uses a motivational-activity approach. The essence of this method consists in the graphic display of the components of the conflict, in the sequential analysis of the behavior of the participants in the conflict interaction, in the formulation of the main problem causing social or organizational tension, the needs and fears of the participants that led to the conflict.

The work consists of several stages:

On the first stage problem is described in general terms. If, for example, we are talking about inconsistency in work, about the fact that someone does not “pull the strap” together with everyone and shift part of his task to another, then the problem can be displayed as “unfair self-distribution of work load”. If the conflict has arisen due to the lack of trust between the individual and the group, then the problem can be expressed as "difficulty in communicating between the individual and the group." At this stage, it is important to determine the very nature of the conflict, and it is not important yet that this does not fully reflect the essence of the contradiction. More on that later. 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.

On the second stage, the main participants in the conflict are identified. You can enter individuals or entire teams, departments, groups, organizations into the list. To the extent that the people involved in the conflict have common needs in relation to the conflict, they can be brought together. Death 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 department can also be selected separately.

Third stage involves listing the basic needs and concerns associated with this need, all the main 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 that need to be established. For the initial analysis of the situation, it is rational to formulate actualized needs. Actualized needs are those needs that are most unsatisfied and determine conflicting actions. It is them that must be emphasized on the map.

The graphical display of needs and concerns expands the possibilities and creates the conditions for a wider range of solutions possible after the entire mapping process is completed.

The name of the needs should use their definition according to A. Maslow. Determining the hierarchical level of compliance with your actualized need for such a formulation (according to A. Maslow) will help us in the future to move to the search for compromise ways out of the situation. The way out of the conflict can be aimed at direct satisfaction of the opponent's actualized needs or at compensating satisfaction of needs from a set of needs related to the same hierarchical niche. In needs, we indicate all significant needs that determine behavior. The satisfaction of other needs, due to its importance for the opponent, can also increase the overall level of satisfaction in the future.

The term “fears” means anxiety, anxiety of a person when it is impossible to realize some of his needs. Try to answer the question: “What did your opponent not want to happen? And why did he commit conflicts? "

The advantage of the method of cartography is that it is possible to speak out in the process of drawing up a map and reflecting irrational fears on it. Fears can include the following positions: failure and humiliation, fear of failing, financial ruin, the possibility of being rejected, loss of control over the situation, loneliness, the possibility of criticism or condemnation, job loss, low wages, fear that they (a party to the conflict) will be command that everything will have to start over, etc. Using the concept of "fear", it is possible to identify internal motives that are not called out loud by the parties to the conflict. For example, it’s easier for some people to say they hate disrespect than to admit that they need respect.

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

Let us consider the use of the conflict mapping method using the example of a situation that has developed in one of the departments of a joint-stock company.

Our situation

The economic department of the joint stock company consists of 9 people and only women. The head of the department is I.G. Spiridonova. - a woman of middle (pre-retirement) age who has been working in this organization for a long time and successfully coping with her duties.

Not so long ago (about a year) a new employee joined the department - N.N. Grigorieva. - a young, pretty woman who is graduating from an economic institute. Her arrival was greeted quite friendly by all the employees of the department and, first of all, by the chief, who has a daughter of the same age.

Head of Department Spiridonova I.G. for some time “maternally” took care of the new employee, but then a break came in their relationship, and according to incomprehensible for Grigorieva N.N. For reasons the relationship deteriorated sharply. Spiridonova I.G. began to constantly find fault with Grigorieva N.N., trying to humiliate her as a person, did not allow her to work calmly. For Grigorieva, the question arose: what to do and whether to go to work in another department?

Other employees of the department outwardly did not react in any way to the situation. By its nature Spiridonova I.G. a rather powerful person, has long been in a leading position.

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