Journal articles on the topic 'Interpersonal conflict'
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Koreneva, Vera Viktorovna, Igor' Vital'evich Gudovskii, Anastasiya Viktorovna Smirnova, Tat'yana Grigor'evna Dulinets, and Viktoriya Vladimirovna Gusarenko. "Prevention of interpersonal conflicts in the workforce." Конфликтология / nota bene, no. 2 (February 2024): 92–111. http://dx.doi.org/10.7256/2454-0617.2024.2.70670.
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The subject of the study is measures to prevent conflicts in the workforce. Business leaders do not always try to resolve interpersonal conflict at an early stage of development, using methods that will prevent the escalation of the conflict and which would help to find an effective way out of a difficult situation. Many managers do not pay due attention to this aspect, do not have a psychologist, a conflict analyst, or do not invite them to organize and conduct trainings, effective programs for the prevention of interpersonal conflicts. Thus, managers miss the opportunity to resolve contradictions in a timely manner or direct the conflict in a constructive direction. Many managers do not consider it important and meaningful to introduce psychological programs and recommendations for conflict prevention and resolution into the work of employees. In this regard, the purpose of this study is to analyze the theoretical foundations of the prevention of interpersonal conflicts in labor collectives and to develop a program for the prevention of interpersonal conflicts in the labor space. The following methods were used in this work: generalization, theoretical analysis. We interviewed the staff of the chamber choir using the author's questionnaire "Conflicts in the team", leading strategies of behavior in a conflict situation according to the method of K. Thomas (adaptation by N.V. Grishina). An author's questionnaire was developed to assess the effectiveness of the conducted interpersonal conflict prevention program. We have developed and tested a program for the prevention of interpersonal conflicts in the workforce. 13 members of the chamber choir participated in the program. The very implementation of the program involved three meetings. Day 1 – work with the cognitive sphere, awareness and understanding of what conflict is, what causes conflict. Day 2 – work with the emotional sphere, through familiarization of employees with exercises, techniques, means and methods of conflict prevention. Day 3 – working with the behavioral sphere – understanding and awareness of which behavioral forms contribute to conflict prevention. The data obtained generally indicate the effectiveness of the conducted prevention program to prevent interpersonal conflicts for the majority of employees.
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Pades Jiménez, Antonia. "Conflicto interpersonal. Reflexiones sobre su manejo." Revista ROL de Enfermería 45, no. 10 (October 2022): 598–602. http://dx.doi.org/10.55298/rol2022.4554.
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Introducción El conflicto es una parte de la vida cotidiana y de la vida académica y laboral. Está omnipresente y evitarlo lo único que conlleva es a incrementar el problema. En este texto reflexivo se repasa el concepto de conflicto, foco y fuente del mismo y estrategias generales para su manejo. Las habilidades sociales y emocionales serán la clave del éxito para las relaciones interpersonales y gestión emocional. Palabras clave: conflicto, manejo, asertividad, emociones Abstract Conflict is a part of everyday life and of academic and work life. It is omnipresent and avoiding it only leads to an increase in the problem. This reflective text reviews the concept of conflict, its focus and source, and general strategies for managing it. Social and emotional skills will be the key to success for interpersonal relationships and emotional management. Keywords: conflict, management, assertiveness, emotions.
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Lizha Khusmah Sakha Wijaya, Endin Jorgy, and Moh Daniyal Latif. "Manajemen Konflik Interpersonal (Studi Kasus pada CV Cyber Karya Nusantara Surabaya)." Jurnal Nusa Manajemen 1, no. 1 (March 7, 2024): 175–87. http://dx.doi.org/10.62237/jnm.v1i1.50.
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Interpersonal conflict is something that cannot be avoided in organizations, one of which is at CV Cyber Karya Nusantara Surabaya. The aim of this research is to find out a picture of interpersonal conflict management at CV Cyber Karya Nusantara Surabaya. Descriptive qualitative methods were used in this research with data collection techniques obtained from interviews and observations. The results of this research indicate that interpersonal conflict at CV Cyber Karya Nusantara Surabaya is caused by the lack of effective communication between team members and the ongoing organizational transformation. The conflict resolution or conflict management used is to use accommodation, integration and avoidance styles. The accommodation and integration style is used by the chairman or superior to resolve interpersonal conflicts experienced by employees, while the avoidance style is used by employees who experience interpersonal conflicts at CV Cyber Karya Nusantara Surabaya.
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De Carvalho Vieira, Judson, Leonardo Nelmi Trevisan, and Elza Fátima Rosa Veloso. "MORAL HARASSMENT IN THE BRAZILIAN BANKING SECTOR AS AN AGGRAVATION OF INTERPERSONAL CONFLICT." Journal on Innovation and Sustainability RISUS 12, no. 4 (December 23, 2021): 99–114. http://dx.doi.org/10.23925/2179-3565.2021v12i4p99-114.
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Currently, the management of retail banking organizations and the praxis of the banking sector as a whole favor the occurrence of interpersonal conflicts and their evolution into moral harassment. This research aimed to show that moral harassment can arise from interpersonal conflicts that are poorly managed by banking organizations. To this end, we conducted a multicase study using completed court cases that proved the occurrence of moral harassment and organizational moral harassment. We grounded our research in the concepts of interpersonal conflict, moral harassment, and organizational moral harassment. Through the analysis of pre-established assumptions, the results of the research pointed out the following: interpersonal conflict is a phenomenon inherent to human nature; the organizational environment facilitates the occurrence of disagreements between individuals or groups; interpersonal conflict is a possibility of social interaction, whose effects can impact people and organizations; organizations must identify the occurrences of interpersonal conflicts and evaluate the relevance or not of acting on them; the way organizations act on interpersonal conflicts determines the effects resulting from these situations on the organization itself and on the individuals and/or groups involved; and that moral harassment is a specific type of interpersonal conflict, which arises from the worsening of divergence situations among individuals or groups, causing negative effects both for those involved in these situations and for the organization in which they operate.
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Sudharma, Kadek Januarsa Adi, and Putri Ekaresty Haes. "Causes of interpersonal conflict and biparti institution contribution in handling conflict towards tourism industry." International research journal of management, IT and social sciences 7, no. 6 (October 28, 2020): 86–95. http://dx.doi.org/10.21744/irjmis.v7n6.1018.
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This article contains the results of interpersonal interactions that occur in the tourism industry. This research is a qualitative study using three data collection techniques, namely observation, interviews, and documentation. The following data retrieval results produce the final results about the causes of interpersonal conflict in the tourism industry, namely (1) differences in the meaning of information to cause discrepancies in the work done, (2) the influence of priorities from tourists. This personal characteristic is caused by the self-concept formed in a person, (3) Unresolved old conflicts so that a compilation of new interpersonal conflicts occurs, old conflicts also contribute. (4) Interpersonal conflict also arises because the leadership style that is applied so that it causes discomfort in work which in the end the work productivity does not decrease.
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MYKYTIUK, Vlada, Kseniia KOVTUNENKO, and Oksana KOVALYK. "Minimization of cross-cultural and interpersonal conflicts between tourists and the representatives of the tourism operator." Economics. Finances. Law, no. 6/1 (June 26, 2020): 25–27. http://dx.doi.org/10.37634/efp.2020.6(1).5.
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The paper is devoted to the study of the main methods and measures for minimizing cross-cultural and interpersonal conflicts as a means of conflict management in the tourism sector are explored. The purpose of the paper is to identify the features of minimizing cross-cultural and interpersonal conflicts through effective management and recommended methods of resolution. The paper examines the conflict of tourism between tourists and representatives of the tourist enterprise. Methods for overcoming cross-cultural and interpersonal conflicts of a tourist enterprise have been developed. The essence of conflict management is to form effective measures to avoid conflicts among tourism staff and tourists. The problems of overcoming conflicts in the tourism sector are now very acute. In this regard, it is necessary to constantly improve the system of staff training, increase the level of competence. The focus should be on the end result and therefore guidance is provided. It is also proposed to improve the preparation of transfer guides to resolve interpersonal conflicts between tourists. Introduction of business games and trainings for the development of staff competence and conflict prevention.
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Dhami, Mandeep K., and Henrik Olsson. "Evolution of the interpersonal conflict paradigm." Judgment and Decision Making 3, no. 7 (October 2008): 547–69. http://dx.doi.org/10.1017/s1930297500000802.
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AbstractUsing Brunswik’s (1952) lens model framework, Hammond (1965) proposed interpersonal conflict theory to explain the nature, source, and resolution of disagreement or “cognitive conflict” between parties performing judgment tasks. An early review by Brehmer (1976) highlighted the potential of this approach in, for example, understanding the structure of cognitive conflicts, and the effect of task and person variables on judgment policy change and conflict resolution. However, our bibliographic and content reviews from 1976 to the present day demonstrate that research on cognitive conflict using the lens model has declined sharply, while research on “task conflict” has grown dramatically. There has also been a shift to less theoretical precision and methodological rigor. We discuss possible reasons for these developments, and suggest ways in which lens model research on cognitive conflict can be revitalized by borrowing from recent theoretical and methodological advances in the field of judgment and decision making.
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Ivanova, S., and A. Khlopkov. "Reasons for the Formation of Interview Conflicts in Educational Organization." Bulletin of Science and Practice 7, no. 8 (August 15, 2021): 325–28. http://dx.doi.org/10.33619/2414-2948/69/37.
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In this article we will consider the problems of the occurrence of interpersonal conflicts in an educational organization, the subjects and objects of interpersonal conflict, and also features of interpersonal conflicts in educational organizations.
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Karna, Wioleta, Ireneusz Stefaniuk, and MohammadBagher Jafari. "Strategies for Managing Interpersonal Conflicts in Multicultural Teams." KMAN Counseling and Psychology Nexus 2, no. 1 (2024): 84–90. http://dx.doi.org/10.61838/kman.psychnexus.2.1.13.
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Multicultural teams are becoming increasingly common in globalized work environments, bringing diverse perspectives that can foster innovation but also lead to complex interpersonal conflicts. The objective of this study was to explore effective strategies for managing these conflicts, with an emphasis on understanding the impact of communication styles, cultural norms, and conflict management strategies on team cohesion and performance. This qualitative study employed semi-structured interviews to collect data from 16 participants with diverse cultural backgrounds, who have experience in multicultural teams. Data analysis was conducted using NVivo software, focusing on thematic coding to achieve theoretical saturation. The interviews explored participants’ experiences and strategies related to conflict in multicultural settings. Three main themes were identified: Communication Styles, Cultural Norms and Values, and Conflict Management Strategies. Communication Styles included subcategories such as Language Barriers, Modes of Communication, Cultural Interpretations of Politeness, Conflict Escalation, and Resolution Techniques. Cultural Norms and Values encompassed Power Distance, Individualism vs. Collectivism, Uncertainty Avoidance, Long- vs. Short-Term Orientation, and Time Orientation. Conflict Management Strategies featured the Role of Cultural Mediators, Adaptive Leadership, Preventive Measures, Feedback Systems, and Reconciliation Processes. Effective management of interpersonal conflicts within multicultural teams requires a nuanced understanding of diverse communication styles, cultural norms, and proactive conflict resolution strategies. Tailored approaches that consider these elements can significantly enhance team dynamics and organizational productivity. Leaders and organizations are encouraged to implement adaptive leadership and cultural competency training to navigate and resolve conflicts effectively.
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Safianov, Vladimir, Irina Sokolovskaya, Olga Shcherbakova, Vitalij Belobragin, and Roman Tkach. "Ethical and psychological features of conflict prevention in interpersonal communication contacts." E3S Web of Conferences 291 (2021): 05021. http://dx.doi.org/10.1051/e3sconf/202129105021.
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It is difficult to overestimate the significance of conflict in business and personal contacts in all spheres of human existence. The ability to communicate without conflicts is quite highly regarded, and conflicting people always and everywhere cause negative impressions. As Descartes taught, before you talk about anything, you need to agree on terms. If we talk about interpersonal conflicts, it should be noted that conflicts grow out of contradictions and opposites, but they cannot be equated. The conflict situation is a pre-conflict phase. Conflicts are more terrible and more harmful than contradictions and conflict situations, as there is already a mutual infringement of the dignity of the parties to a conflict. Conflicts are always problems, tragedies, tears; it is an “evil foreign body” that interferes with healthy communication. That’s why conflicts must be fought, that is why conflicts must be prevented. Conflicts, like diseases, are easier to prevent than to cure and resolve later. Given the foregoing, the problem of finding the most effective technologies for preventing interpersonal conflicts, conflict situations, and contradictions, as they say, means a lot, especially as it concerns conflicts in business and social organizations.
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Yasmeen, Aiza, Mansoor Ahmad, Muhammad Mustafa Raziq, and Muhammad Laeeq Khan. "Structural empowerment, cultural diversity, and interpersonal conflict: Evidence from international NGOs in Pakistan." International Journal of Cross Cultural Management 20, no. 2 (February 13, 2020): 125–39. http://dx.doi.org/10.1177/1470595820904391.
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This article examines the relationship between structural empowerment and interpersonal conflict. We examine whether this relationship is moderated by cultural diversity. Although there is some understanding of conflicts in an organization, there is little understanding concerning how conflicts may arise because of structural empowerment. We propose that structural empowerment is positively associated with interpersonal conflict and that this relationship is contingent upon cultural diversity. We draw on survey evidence from 351 employees of international nongovernmental organizations in Pakistan. Our results reveal significant positive relationships among cultural diversity, structural empowerment, and interpersonal conflict and show that where the organization is characterized by a high cultural diversity, the relationship between structural empowerment and interpersonal conflict is stronger, and vice versa. We contribute by offering the first of empirical evidence on the issue using the collectivist context of Pakistan and further extending the research scholarship by offering a contingency of cultural diversity to the structural empowerment and interpersonal conflict relationship. Our study suggests for the managers, a clearer understanding of the roles and responsibilities of the workforce as well as developing a proper socialization process through which a conducive environment for the culturally diverse workforce can be developed.
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Ziqian, Zhong. "Research on Interpersonal Conflict Between Family Generation --Take the TV Series A Little Reunion as an Example." Communications in Humanities Research 11, no. 1 (October 31, 2023): 299–303. http://dx.doi.org/10.54254/2753-7064/11/20231491.
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Interpersonal conflict is a universal phenomenon in our daily life, especially the family conflict. Conflicts between our family members run counter to the desire for family harmony, so its worth taking into account the conflict, particularly between parents and children. This paper takes the TV series A Little Reunion as an example, chooses one of the three families in the series as a representative, studies the interpersonal conflict between parents and children in the family, organizes the dialogue patterns by recording the conversations and classifying the sentences through emotional characteristics and content, namely used the methods of corpus organization and corpus classification. After that, literature reading is used in this paper to analyze the reasons for the family conflicts. At the end of this paper shows the patterns of interpersonal conflicts are triggered by four actions, namely questioning, accusation, assertion and request, and the reasons can be related to the concept of how personal values are realized, as well as perspectives on conflict.
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Mukhanova, O. M., and O. V. Shepelieva. "Modern learning space and interpersonal conflicts." All Ukrainian scientific-practical magazine Principal of School Liceum Gymnasium, no. 6 (2019): 56–62. http://dx.doi.org/10.37836/23097744-2019-6-7.
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The article deals with interpersonal conflicts in the educational sphere – namely, the type of conflicts of teacher – student. The impact of teacher and student individuality on the emergence of conflict is illuminated.
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ƏMRAHLI, Z. S. "ŞƏXSİYYƏTLƏRARASI ZİDDİYYƏTLƏRİN PSİXO-PEDAQOJİ VƏ GENDER SƏBƏBLƏRİ." Actual Problems of study of humanities 2, no. 2024 (July 15, 2024): 196–99. http://dx.doi.org/10.62021/0026-0028.2024.2.196.
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Psychopedagogical and Gender Causes of Interpersonal Conflicts Summary Analysis of the problem showed that in the psychology of both Azerbaijan and foreign countries there are different approaches to the interpretation, justification and classification of the problem of interpersonal conflict. Along with this, a generalization of the existing approach allows us to understand interpersonal conflict as a complex, psychological pattern in the development of personality, which represents a confrontation between the value-semantic spheres of the individual, arising at the motivational-cognitive, emotional-behavioral levels. Key words: interpersonal conflicts, gender features, personality development, objective and subjective reason of contradictions, theory of education
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Joko Prayetno and Muhammad Rasyid Abdillah. "Interpersonal Conflict and Knowledge-Hiding Behavior: Mediating Role of Perceived Competition." SAINS ORGANISASI 1, no. 1 (January 27, 2022): 10–16. http://dx.doi.org/10.55356/so.v1i1.7.
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The background of this research is based on the importance of measuring the conflicts that occur in a company caused by the behavior of hiding knowledge. The purpose of this study was to determine the extent of the relationship between interpersonal conflict and knowledge-hiding behavior by mediating perceived competition. In some pharmaceutical companies, there are often visible or invisible interpersonal conflicts which are caused by hiding knowledge between co-workers, of course this will become a medium for perceived competitive behavior and result in interpersonal conflict. With the results of the existing research, it is hoped that it will become a picture for superiors to see the need to be open to each other to provide information about existing knowledge so that it does not result in interpersonal conflict.
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Aprilaa, Lintang Dwi, Akbar Nicholas Saputra, and Diandi Nur Hakim. "Peran Kejujuran dalam Meningkatkan Penyelesaian Konflik Interpersonal di Media Sosial." JKOMDIS : Jurnal Ilmu Komunikasi Dan Media Sosial 3, no. 2 (June 23, 2023): 504–12. http://dx.doi.org/10.47233/jkomdis.v3i2.890.
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This paper covers the role of honesty in enhancing interpersonal conflict resolution on social media. Interpersonal conflict can happen to anyone, especially in social media. There are many ways to resolve interpersonal conflicts. One of them is practicing honesty. Why honesty? Because honesty is one of the requirements for building healthy and harmonious interpersonal communication. The purpose of this study is to explain how the role of honesty in improving interpersonal conflict resolution on social media. This study uses a quantitative approach, namely using a questionnaire, and the distribution of Google forms as data collection, with the object of all people using social media. which after the data is collected, uses an inductive mindset as a conclusion. From the data that has been collected, it can be concluded that honesty plays a very important role in improving interpersonal conflict resolution on social media. honesty will build mutual trust, prevent miscommunication and misunderstandings, strengthen relationships, build mutual respect, and encourage effective problem-solving.
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Bhabhor, G. K., and S. R. Patel. "Interpersonal conflict and its management among KVK scientists." Gujarat Journal of Extension Education 34, no. 2 (December 25, 2022): 150–54. http://dx.doi.org/10.56572/gjoee.2022.34.2.0032.
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Conflict is a natural, everyday phenomenon in all private and working spheres. It is an interactive process manifested through incompatibility, disagreement or dissonance within or between social entities i.e. individual, group, organization etc. Like any other organization, Krishi Vigyan Kendra also can be no exception to the fact of existence of conflicts among their scientists. For effective functioning of the KVK, there is a need to know the interpersonal conflict existing among its scientists and its management styles adopted by them. For this investigation, all the 30 KVKs of Gujarat were purposively selected and 3 to 5 scientists from each KVK were selected randomly making total sample of 120 scientists for the study. Majority of them had medium to low level of interpersonal conflict with their superiors and colleagues; while with their subordinates they had medium to high level of interpersonal conflict. Overall extent of interpersonal conflict was medium to low. Collaboration and accommodation were found to be the dominant conflict management approaches among the KVK scientists. Gender, working zeal, attitude towards working in rural area, achievement motivation, self-esteem and interpersonal communication had negatively significant and perception of workload had positively significant correlation with the extent of interpersonal conflict.
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Laursen, Brett, and W. Andrew Collins. "Interpersonal conflict during adolescence." Psychological Bulletin 115, no. 2 (1994): 197–209. http://dx.doi.org/10.1037/0033-2909.115.2.197.
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Nifriza, Ifna, Indah Rahmalia, and Dahayu Annora Reswary. "The Effect of Interpersonal Conflict Between Coworkers on Teachers’ Stress: Effective Conflict Management Strategies." International Journal of Educational Dynamics 6, no. 2 (June 1, 2024): 539–48. http://dx.doi.org/10.24036/ijeds.v6i2.491.
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Conflict at school can be caused by conflicting demands, needs, drives, or desires. If conflicts can be resolved well, cooperative relationships will improve, and levels of trust and productivity will increase. Conflicts arise due to ineffective conflict management. Failure to manage conflict hinders the achievement of shared goals and disrupts the dynamics of interpersonal relationships. The research was carried out using a qualitative study method (Single Instrumental Case Study), which is a type of case research as an example to get an overview of problems and prevent individuals from improving their performance. By focusing on natural and naturalistic phenomena that exist in schools and carried out by observation in the field with strategies for Proper conflict management teachers' stress can be reduced and their ability to handle conflict at school can be improved. This can help create a more harmonious and productive school environment for all parties involved. Interpersonal conflicts between colleagues must be resolved quickly so as not to damage work relationships, affect mental well-being, and even hurt the quality of teaching. Conflict between co-workers in schools can hardly be avoided completely, but effective conflict management can help reduce the impact of stress arising from such conflict. Interpersonal conflict between co-workers can have a significant impact on teacher stress in the educational environment.
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Tariq Jalees, Adnan Anwar, Asim Mubashir, Sufyan Ramish, and Raja Rub Nawaz. "Emotional Dynamics in Workplace Conflict and Employee Turnover." International Journal of Social Science & Entrepreneurship 3, no. 3 (July 30, 2023): 272–94. http://dx.doi.org/10.58661/ijsse.v3i3.202.
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The turnover intention is an inclination of the employee to leave a job. It has become a topic of interest for researchers in business. This study examines the impact of role conflict, role ambiguity, and interpersonal conflicts on turnover intention with the mediating role of emotional exhaustion and moderating role of emotional regulation. This study focuses on the banking sector of Karachi. The research has utilized SMART PLS .4 for data analysis. The study found that role conflict and interpersonal conflict significantly affect turnover intention, but role ambiguity insignificantly affects turnover intention. We found emotional exhaustion significantly mediates (i) role conflict and turnover intention, but emotional exhaustion insignificantly mediates (ii) role ambiguity and turnover intention and interpersonal conflict and turnover intention. Using emotional regulation as a moderator, we found emotional regulation significantly moderates (i) role ambiguity and turnover intention and (ii) interpersonal conflict and turnover intention, but emotional regulation insignificantly moderates (iii) role conflict and turnover intention. The implications of these conclusions extend beyond the banking sector, suggesting a broader relevance in understanding the emotional dynamics that underlie employee turnover across industries
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Rumianowska, Agnieszka. "Rozwiązywanie konfliktów interpersonalnych. O potrzebie uzupełnienia ujęcia psychologicznego o refleksję filozoficzną." Studia Edukacyjne, no. 67 (December 31, 2022): 85–94. http://dx.doi.org/10.14746/se.2022.67.6.
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Analysing contemporary works on patterns of interpersonal conflict formation and resolution, one can quite easily notice the predominant tendency to reduce the problem of interpersonal disputes exclusively to psychological and pedagogical issues. Thus, matters such as the root causes of conflicts, attitudes towards them and conflict resolution strategies predominate. Conclusions arising from the research are reflected in recommendations and proposals with regard to conflict resolution in the school, work or family environment. Not denying in any way the importance of the research results on the psychological determinants of problematic interpersonal relations and the resulting recommendations, it is worth asking whether psychological knowledge, awareness of one’s own needs, communication and negotiation skills are sufficient to effectively confront difficulties in interpersonal relations and fulfil oneself as a person. This article attempts to argue for the inclusion of philosophical issues in the discussion of interpersonal conflict resolution, with a special focus on issues derived from existential philosophy of a theistic nature and personalism.
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Bilyk, Tetiana. "Instruments for studying socio-psychological factors in interpersonal communication dysfunction in marital conflicts." Організаційна психологія Економічна психологія 1, no. 22 (March 31, 2021): 18–26. http://dx.doi.org/10.31108/2.2021.1.22.2.
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Introduction. The changing role of family in the society and the increased rate of divorce highlight the problem of socio-psychological factors that contribute to the emergence of marital conflicts caused by spouses' dysfunctional interpersonal communication. Aim: to determine a set of instruments for studying socio-psychological factors in interpersonal communication dysfunction in marital conflicts. Results. A proposed complex of instruments for studying of socio-psychological factors in interpersonal communication dysfunction in marital conflicts partners includes three groups of tools. The first group is aimed at studying the features of marriage partners' interpersonal interaction in conflict situations and their satisfaction with marriage. The second group includes focuses on studying micro-level socio-psychological factors (the characteristics of marital partners that affect their interpersonal communication in conflict situations). The third group consists of tools for studying meso-level socio-psychological factors (the features of family interaction with social environment and marriage partners' work-life balance, which can contribute to the emergence of marital partners' interpersonal communication dysfunction). Conclusions. The proposed set of instruments for studying the effects of socio-psychological factors on marriage partners' communication dysfunction in conflicts can be used by family counselors, family mediators, family therapists, and family coaches. The set of instruments can also be used for training future marriage partners, in particular, for marital conflict-management training.
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Lawless, Jennifer, and Aurora Trif. "Managing interpersonal conflicts at work by line managers." Irish Journal of Management 35, no. 1 (April 1, 2016): 74–87. http://dx.doi.org/10.1515/ijm-2016-0005.
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AbstractThere are disagreements about the key factors affecting a line manager’s conflict management modes. Psychologists emphasise the role of the conflict situation and personal traits, while other scholars focus on the impact of organisational aspects in managing interpersonal conflict. This paper provides empirical evidence suggesting that three sets of factors, namely, situational, personal and organisational aspects, influence the mode of handling conflict by line managers. Mixed methods were used to collect primary data from 19 line managers and two human resources managers working in two Irish subsidiaries of multinational companies. Although the research design did not allow for a verification of whether each of those three sets of factors has a significant influence on managing conflict by line managers, the paper suggests that combining psychological and managerial approaches to managing conflict provides a fuller understanding of handling interpersonal conflict. It also provides original findings on how line managers handle interpersonal conflicts, contributing to a better understanding of the under-researched area of the actual role of line managers in dealing with negative HR aspects.
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Fraboni, Federico, Giulia Paganin, Greta Mazzetti, Dina Guglielmi, and Luca Pietrantoni. "The Intricate Pathways From Empowering Leadership to Burnout: A Deep Dive Into Interpersonal Conflicts, Work-Home Interactions, and Supportive Colleagues." Informing Science: The International Journal of an Emerging Transdiscipline 26 (2023): 149–72. http://dx.doi.org/10.28945/5178.
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Aim/Purpose: This study builds upon existing research by investigating the elements contributing to or buffering the onset of burnout symptoms. We examine the relationship between empowering leadership and burnout, considering the concurrent mediation effects of interpersonal workplace conflict, work-home conflict, and support from coworkers. Background: Burnout is a phenomenon that has been widely considered in the scientific literature due to its negative effect on individual and organizational well-being, as well as implications for leadership, coworker support, and conflict resolution. A deeper understanding of burnout prevention strategies across various professional contexts is paramount for enhancing productivity and job satisfaction. Methodology: Using a survey-based cross-sectional design, we employed a combination of Structural Equation Modelling (SEM) and Artificial Neural Network (ANN) to investigate the direct and indirect influences of empowering leadership on four dimensions of employee burnout, mediated by coworker support, interpersonal conflict at work, and work-home conflict. Contribution: This study provides initial insights into the direct and indirect influences of empowering leadership on various dimensions of burnout, highlighting the complex interplay with coworker support, work-home conflict, and workplace interpersonal conflicts. Ultimately, the study provides a comprehensive approach to understanding and mitigating burnout. Findings: Empowering leadership and coworker support can significantly reduce burnout symptoms, while high levels of work-home conflict and interpersonal conflict at work can exacerbate them. Our findings underscore the paramount role of interpersonal conflict in predicting burnout, urging organizations to prioritize resolving such issues for burnout prevention. Recommendation for Researchers: Following our findings, organizations should (a) promote empowering leadership styles, (b) foster coworker support and work-life balance, and (c) address interpersonal conflicts to reduce the likelihood of employee burnout while ensuring that these strategies are tailored to the specific context and culture of the workplace. Future Research: Future research should broaden the exploration of leadership styles’ effects on burnout, identify additional mediators and moderators, expand studies across sectors and cultures, examine differential impacts on burnout dimensions, leverage advanced analytical models, and investigate the nuanced relationship between work contract types and burnout.
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Lalegani, Zeinab, Ali Nasr Isfahani, Arash Shahin, and Ali Safari. "Developing a model for analyzing the factors influencing interpersonal conflict." Management Decision 57, no. 5 (May 13, 2019): 1127–44. http://dx.doi.org/10.1108/md-08-2018-0857.
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Purpose The purpose of this paper is to develop and analyze a model of factors influencing interpersonal conflicts. Design/methodology/approach This research was conducted using a mixed method approach. In the qualitative study, the conceptual model of the factors affecting interpersonal conflicts was extracted from semi-structured interviews with 17 relevant experts using a theme analysis technique. Then, three hypotheses were developed based on the model and relevant theoretical evidence. Using a researcher-made questionnaire which was developed earlier based on the qualitative results, a quantitative-based survey was performed to assess the interpersonal conflicts and also the standard scale of the level of interpersonal conflicts (Jehn, 1997). The hypotheses were tested on a sample of 160 employees of Chaharmahal and Bakhtiari Province Gas Company (CBPGC). Findings The results of the qualitative study indicated that individual factors including personality dimensions and individual differences; organizational factors including five dimensions of organizational culture, organizational structure, management characteristics, intra-organization factors and human resource systems; and environmental factors influenced the creation of interpersonal conflicts. The results of the quantitative study indicated that organizational factors with an effect size of 0.502 were identified as the most important factor influencing interpersonal conflicts. Research limitations/implications The findings of this study can provide a roadmap to managers of the CBPGC to be aware of the contributing factors to conflict within their organization. Originality/value The use of mixed method to identify the causes and factors of interpersonal conflict and analyzing a context different from previous studies can be considered as the innovations of this study.
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Ulya Amelia. "The Conflict Management." Improvement: Jurnal Ilmiah untuk Peningkatan Mutu Manajemen Pendidikan 6, no. 1 (August 4, 2020): 71–85. http://dx.doi.org/10.21009/improvement.v6i1.13727.
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Abstract: Conflict management is a skill owned by individuals in an organization to improve performance. The purpose of this study was to determine (1) conflicts at schools and (2) conflict control at schools. The method used is a qualitative-case-study approach and literature review research. The data collection techniques used are (1) observation, (2) interviews, (3) documentation, and (4) literature review. The subjects of this study were the principal, deputy headmaster, educators, educational staff, counseling guidance teachers and students. The results of this study are (1) conflicts in education come from interpersonal, interpersonal, intra-group, intergroup, Intra-organization, and inter-organization. (2) Appropriate communication and conflict management approaches are needed to create positive impact and minimize negative impact
Keyword: Management, Conflict, School.
PENGELOLAAN KONFLIK
Ulya Amelia
Abstrak : Pengelolaan konflik adalah keterampilan yang harus dimiliki oleh individu dalam organisasi untuk meningkatkan kinerja. Tujuan penelitian ini adalah untuk mengetahui (1) konflik yang terjadi di sekolah dan (2) pengendalian konflik yang dilakukan di sekolah. Metode yang digunakan adalah pendekatan kalitatif studi kasus dan penelitian kajian pustaka. Teknik pengumpulan data adalah (1) observasi, (2) wawancara, (3) dokumentasi, dan (4) kajian pustaka. Subjek penelitian ini adalah kepala sekolah, wakil kepala sekolah, pendidik, tenaga pendidk, guru bimbingan konseling dan siswa. Hasil penelitian ini adalah (1) konflik yang muncul dalah pendidikan berupa interpersonal, interpersonal, intra group, intergroup. Intra organisasi, dan inter organisasi. (2) perlunya komunikasi dan pendekatan pengelolaan konflik yang tepat untuk menciptakan dampak positif dan meminimalisir dampak negatif.
Kata Kunci: manajemen, konflik, sekolah.
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Chernenko, О. "SEMIOSIS OF INTERPERSONAL CONFLICTS IN ENGLISH ARTISTIC DISCOURSE." MESSENGER of Kyiv National Linguistic University. Series Philology 25, no. 1 (August 26, 2022): 134–41. http://dx.doi.org/10.32589/2311-0821.1.2022.263129.
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The current paper presents an overview of interpersonal conflicts in discourse area of character in modern English fiction discourse from the standpoint of multimodality theory, pragmalinguistics, and semiotics. In this respect semiosis is defined as the action of a sign, a dynamic process of meaning-making and meaning-interpretation realized through multimodal semiotic modes which collectively construct the meaning, communicated in these situations. This constructing is proceeded with the help of conflictives as emergent discursive constructs, the result of interactive constructing by means of verbal, nonverbal and graphic semiotic resources functioning in different stages of conflict communicative process. The linguosemiotic space of their realization is in the plane of disharmony of interpersonal relations of characters and its semiosis is built on cognitive, semiotic, communicative, and pragmatic specifics of conflictives as operational units of conflict discourse. Moreover, the appropriate inferences require understanding of cognitive, psychological, social, and cultural aspects accompanying narration.The aim of the study is also to establish a link between different approaches to the interpretation of conflict communication development and methods of their research in modern scientific studies. Multimodal nature of conflictives comprises several modes of multimodality for the analysis of conflict semiosis in fiction discourse: verbal, nonverbal, visual, auditory, kinetic etc. These patterns of meaning combination or meaning multiplication through different semiotic modes together construct the meaning, communicated and interpreted in the situations of interpersonal conflicts in discourse area of character in modern English fiction discourse. To achieve the objectives of research, a semiotic approach to the paradigm of conflict discourse approaches is applied, together with the elements of conversational analysis, multimodal discourse analysis, pragmatic analysis. The obtained results show the capacity of the semiotic approach to the conflict studies to enhance the effectiveness of linguistic research in the field of conflict studies.
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Nunns, Christopher G., Stephen D. Bluen, and Susan King. "Behavioural Assessment of Interpersonal Conflict in Industry: Development of the Interpersonal Conflict Scale." South African Journal of Psychology 19, no. 1 (March 1989): 39–46. http://dx.doi.org/10.1177/008124638901900107.
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A two-factor approach toward the measurement of interpersonal conflict, incorporating dimensions of conflict resolution and conflict provocation, is proposed. The development of the Interpersonal Conflict Scale, a behaviourally based, self- or subordinate-rated measure of interpersonal conflict, is described. Factor analysis on a sample of 304 industrial supervisors yielded two subscales, a 10-item Resolution subscale and a 15-item Provocation subscale. Satisfactory internal and temporal consistency coefficients were recorded for the supervisor sample and two employee samples ( N = 172 and 20). Also, the two conflict scales correlated significantly and in the predicted directions with measures of confrontational supervisory style, satisfaction with supervision, role conflict and quality of supervisor-subordinate role exchange. No significant correlations were found between either the Resolution and Provocation subscales and a measure of social desirability. Future implications for use of the scale are discussed.
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Ospanbayeva, M. P., G. U. Оralymbetova, and M. S. Tileubayeva. "STUDY OF INTERPERSONAL CONFLICT RESOLUTION WITHIN PSYCHOLOGICAL ATTITUDE THEORY." Bulletin of Dulaty University 14, no. 2 (May 20, 2024): 185–92. http://dx.doi.org/10.55956/maxh7082.
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Ways of solving interpersonal conflicts within the framework of the theory of psychological relations were analyzed in the article. The level of tensions in the relationships of the couples who participated in the experiment was determined by the subjects' own assessments. The test subjects had the opportunity to determine the results independently after the psychotherapeutic effects carried out in a period of 2 months. The nature of interpersonal conflicts was grouped according to the degree of visibility, duration, content of interaction in the course of the research. It became known that the degree of resolution of bilateral tensions is related to the length of the "hidden period" in the process of conflicts. It was found that conflicts, which flare up quickly and escalate quickly which are recognized by the respondents as highly controversial whom are easily amenable to psychotherapy. On the other hand, it was concluded that the conflicts, which do not have the appearance of an open conflict are assessed as not having too high a degree of escalation, require intensive intervention. It was conducted by M.Kh.Dulaty Taraz Regional University. The intermediate results of the experiments were reported and discussed at the seminar of Zhambyl region psychologists on the theme «The role of psychological activity in the development of the Mediation Institute».
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Čiuladienė, Gražina, and Marek Walancik. "Being Ready to Lecture a Multicultural Class: Asian Preferences for Conflict Management Style." Cultural Management: Science and Education 4, no. 1 (June 25, 2020): 105–18. http://dx.doi.org/10.30819/cmse.4-1.06.
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Lecturers increasingly face the challenge of managing conflicts in a cross-cultural study environment. Cultural variations have a significant impact on communication in general and conflict communication in particular. The study aims to examine Asian preferences concerning conflict behavior. Understanding of different conflict styles in conflict is important for facilitating intercultural competence. This article reviews the findings on Asian preferences for avoiding, integrating, and dominating while managing interpersonal conflicts. Seven studies were reviewed. The results of this review indicate that although Asian nations have often been labelled as “collectivists”, there is a difference between the “Asians”. Koreans are more likely to use a dominating style, Taiwanese and Hong Kong Chinese are more likely to use an avoiding style, and Thais and Japanese are more likely to use an integrating style to solve an interpersonal conflict.
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Palmos, Rejie F. "“Peace For P’s”: Interpersonal Conflict Management Styles of Students in Three Teacher Education Special Projects." British Journal of Teacher Education and Pedagogy 1, no. 2 (May 19, 2022): 26–35. http://dx.doi.org/10.32996/bjtep.2022.1.2.3.
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This descriptive research aimed to identify the varied conflict management styles among WVSU students enrolled in three teacher education special projects. The respondents were selected using the random sampling method. A Filipino-based standard questionnaire checklist developed by the Miriam College Center for Peace Education on interpersonal conflict management styles was utilized. Results revealed that ESGP-PA (4P’s granter) and the Diploma on ECE had a “problem solving” conflict management style as an entire group or when classified according to certain categories. The Associate in ECE possessed “aggression” towards their interpersonal conflict management as an entire group and when classified according to certain categories. No significant differences were noted in the respondents' interpersonal conflict management styles when classified according to certain categories. Therefore, the dominant style employed by the two special projects is problem-solving, and one is aggression. As a recommendation, there is a need to propose a Peace Education Program that places more emphasis on the effective problem-solving process in facing conflicts with peers, future co-workers, and other people for better interpersonal relationships.
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Ogharen, Beauty Biokoro, Elizabeth Osita Egbule, and Anyanwu Chikodi Joy. "Management of Interpersonal Conflict Involving Principals and Teachers of Selected Public Secondary Schools in Nigeria." Journal of Educational and Social Research 12, no. 3 (May 5, 2022): 320. http://dx.doi.org/10.36941/jesr-2022-0090.
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This study identified factors that contribute to interpersonal conflicts between secondary school teachers and principals in Nigeria. It likewise explores the effects of interpersonal conflict on achievement of students in school and on success of the school. Suggestions were made for conflict management programmes and potential strategies for adoption in order to promote and sustain an encouraging and productive interpersonal relationship between teachers and principals. A sample size consisting of 123 teachers and 8 principals were used. Descriptive statistics applied in the analysis of data collected. It was found that though there were healthy physical environment in the schools, incidence competition for limited resources was low, interpersonal conflicts were mainly caused by intergroup and interpersonal relations. It was also found that personnel practices, work structure, management issues, tribal and ethnic differences and issues of ethic.
Received: 31 October 2021 / Accepted: 17 February 2022 / Published: 5 May 2022
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Dobričanin, Sanja, Ivana Vučinić, Anđelka Tripković, and Ivana Radovanović. "Conflict management in healthcare institutions: The case of healthcare center Zvečan." Bizinfo Blace 13, no. 2 (2022): 49–56. http://dx.doi.org/10.5937/bizinfo2202050d.
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Good interpersonal cooperation is necessary for the efficient and effective work of any organization, institution, program, project or team. Conflicts are an inevitable companion of good interpersonal relations and cooperation. Effective resolution of conflicts within any organization, including healthcare organizations, should be a priority due to their direct impact on the quality of healthcare provided. The paper aims to examine the influence of interpersonal health workers on the effectiveness of the health institutions where they are employed. The paper examines whether employees in a healthcare facility are exposed to conflict situations, as well as whether there is a connection between conflicts such as negative interpersonal relationships and business efficiency, i.e., the provision of healthcare services. Furthermore, the paper examines the differences between the conflict and the sociodemographic characteristics of the respondents. The research was conducted in the Healthcare center in Zvečan (Kosovska Mitrovica) through a survey. The research sample (N=103) consisted of employees in the aforementioned health institution.
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Bălașa, Maria Adela, Alexandra Sterghiuli, Maria Alexandra Tănase, and Silvia Raluca Matei. "The effects of interpersonal conflict on employee satisfaction and productivity in the workplace." „Black Sea” Journal of Psychology 14, no. 4 (November 30, 2023): 89–102. http://dx.doi.org/10.47577/bspsychology.bsjop.v14i4.267.
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This study investigates the impact of interpersonal conflicts on employee satisfaction and workplace productivity. The review of relevant literature revealed significant relationships betweenthese variables, forming the basis for the current investigation. The research aimed to analyze the connection between interpersonal conflicts in the workplace and employee satisfaction, concurrently evaluating the consequences of these conflicts on organizational productivity. Hypothesis 1 assumeda negative correlation, indicating that an increase in interpersonal conflicts is associated with a decrease in employee satisfaction. Hypothesis 2 anticipated a positive correlation, suggesting that interpersonal conflicts among employees lead to an intensification of the reduction in organizational productivity.The Workplace Interpersonal Conflict Scale, Workplace Productivity and Disruption Questionnaire, as well as the Job Satisfaction Subscale from the Michigan Organizational Assessment Questionnaire, were utilized in a sample of 81 participants from Romania. Data collection took place online through the Google Forms questionnaire, adhering to ethical research principles and ensuring participant confidentiality. Statistical analysis confirmed Hypothesis 1, highlighting a significant and negative correlation between interpersonal conflicts and employee satisfaction. Participants reported a moderate level of interpersonal conflicts (mean 1.74) and relatively consistent satisfaction (mean 2.45), supported by distribution tests. Additionally, Hypothesis 2 was validated, indicating a significant and positive correlation between interpersonal conflicts and reduced workplace productivity.
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Soroka, Iryna, and Iryna Synhaivska. "MANAGEMENT OF INTERPERSONAL CONFLICTS IN THE STUDENT ENVIRONMENT: THE RESULTS OF IMPLEMENTING THE TRAINING COURSE." PSYCHOLOGICAL JOURNAL 8, no. 1 (57) (January 30, 2022): 18–31. http://dx.doi.org/10.31108/1.2022.8.1.2.
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The topic of interpersonal conflicts in the student environment is relevant, as evidenced by the observation and the results of the experiment. Conducting surveys and applying psychological tests in the experiment revealed a negative perception of conflicts by students, low and medium levels of emotional intelligence, and the use of avoidance and competition styles of behaviour in a conflict. To achieve the goal of the pilot experiment, a questionnaire developed by the authors was used: "The perception of conflicts by students". The obtained results formed the basis of the training course "Management of interpersonal conflicts in the student environment." The purpose of the formative experiment was to develop, organize and evaluate the effectiveness of the course implementation. The methods of empirical research (survey, testing, observation, active learning methods) were used in the work and methods of mathematical statistics (Student’s t-distribution). The total sample size was 214 university students (aged 18–22). At the formative stage, 40 students were involved (experimental group – 20 students who did the course on managing interpersonal conflicts in the student environment; and a control group – 20 people who were not involved in the course). The design and content of the training course are based on the structure of the conflict management model, which includes the following components: 1) cognitive; 2) emotional; 3) behavioural (Mayer, 2012). A set of psychological methods was selected to study interpersonal conflicts in the student environment at the cognitive, emotional, and behavioural levels. To determine the students’ perception of the conflict, an Express exercise on associations was used for each letter of the word Conflict. The “Know your EQ” test was used to measure the emotional intelligence quotient. In our work, we also used the Thomas-Kilmann Conflict Mode Instrument (TKI test), a description of behaviour in conflict situations. Measuring the effectiveness of the implementation of the training course "Management of interpersonal conflicts in the student environment" was carried out through the repeated application of methods and the feedback from the course participants. The duration of the course is 70 academic hours: 14 lessons (56 academic hours), an exam – 4 hours, and 10 academic hours of extracurricular work (preparing a project, journaling, etc.). The following interactive techniques were used: the method of incomplete sentences, pair and group work, brainstorming, case studies, role-plays, interviews, miming, retrospective, mini-lectures, reflection sessions. Improvement of the test results at the cognitive, emotional and behavioural levels and positive feedback from the students confirm the effectiveness of the course "Management of interpersonal conflicts in a student environment". Our study, despite its detailed theoretical analysis, valuable results of the experiment, does not reveal all aspects of the problem of interpersonal conflicts in the student environment of higher educational institutions. This work can serve as a basis for further cross-cultural research.
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Foghang, Victor Mbah, and Peter Fon Titanji. "Interpersonal Conflicts between Teachers: Causes and Effects in Teacher Training Colleges, North West Region, Cameroon." Journal of Education and Teaching Methods 1, no. 2 (December 30, 2022): 18–31. http://dx.doi.org/10.58425/jetm.v1i2.94.
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Purpose: This study sought to investigate the causes and effects of interpersonal conflicts between teachers in the Teacher Training Colleges (TTCs) in the North West Region, Cameroon. Methodology: Using the qualitative research design, data were collected from 16 school administrators and 158 teachers using questionnaires and focus group discussion that were analyzed using the technique of content analysis. Findings: The found out that the causes of interpersonal conflicts between teachers in the TTCs were diverse and were categorized under teachers’, school and leadership-related causes. These conflicts largely had negative outcomes on teachers, students, school leadership and the school as an institution. From the findings, interpersonal conflicts between teachers does not only hurt individual teachers’ level of commitment, productivity and effectiveness but equally, impacts the school climate, students’ achievements and school effectiveness in general. Conclusion: The diverse causes and negative effects of interpersonal conflicts between teachers in the TTCs of the North West if left unchecked has the potential of negatively impacting even the smooth functioning of these institutions. Recommendations: The study recommend that school administrators of the TTCs should receive special training and preparation on issues of conflict management and leadership upon appointment. Also, workshops, seminars, and orientation programmes for principals and teachers of TTCs on conflict management should be organized on regular basis to improve their knowledge on conflict management in schools.
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Harutyunyan, Gohar, and Susanna Baldryan. "Conflict Management in Interpersonal Communication." Armenian Folia Anglistika 9, no. 1-2 (11) (October 15, 2013): 140–50. http://dx.doi.org/10.46991/afa/2013.9.1-2.140.
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The article examines differences in the expression of interpersonal conflicts and management tactics in such different cultures as American and Armenian. Through a survey, an attempt is also made to consider the role and significance of this phenomenon in the Armenian culture.
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Vaske, Jerry J., Maureen P. Donnelly, Karin Wittmann, and Susan Laidlaw. "Interpersonal versus social‐values conflict." Leisure Sciences 17, no. 3 (January 1995): 205–22. http://dx.doi.org/10.1080/01490409509513257.
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Lindskold, Svenn, Gyuseog Han, and Brian Betz. "Repeated persuasion in interpersonal conflict." Journal of Personality and Social Psychology 51, no. 6 (December 1986): 1183–88. http://dx.doi.org/10.1037/0022-3514.51.6.1183.
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Knapp, Mark L., Linda L. Putnam, and Lillian J. Davis. "Measuring Interpersonal Conflict in Organizations:." Management Communication Quarterly 1, no. 3 (February 1988): 414–29. http://dx.doi.org/10.1177/0893318988001003008.
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Averbeck, Joshua M. "Irony in interpersonal conflict scenarios." Interpersonal Argumentation 4, no. 1 (June 8, 2015): 87–109. http://dx.doi.org/10.1075/jaic.4.1.05ave.
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The uses of indirect argument strategies, such as irony, remain understudied. This study examined a variety of ironic arguments and the production and suppression rather than reception of those arguments. Hyperbole, understatement, rhetorical question, jocularity, and sarcasm were examined in close versus distant relationships. Findings point to a tendency to use more negative arguments in closer relationships than those that are more casual. In sum, we are more likely to be negative in closer relationships despite what our typical behavior would indicate.
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Leung, Alicia S. M. "Interpersonal conflict and resolution strategies." Team Performance Management: An International Journal 14, no. 3/4 (June 13, 2008): 165–78. http://dx.doi.org/10.1108/13527590810883433.
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Ruz, María, and Pío Tudela. "Emotional conflict in interpersonal interactions." NeuroImage 54, no. 2 (January 2011): 1685–91. http://dx.doi.org/10.1016/j.neuroimage.2010.08.039.
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Oetzel, John G., and Stella Ting-Toomey. "Face Concerns in Interpersonal Conflict." Communication Research 30, no. 6 (December 2003): 599–624. http://dx.doi.org/10.1177/0093650203257841.
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waters, Harry. "Race, culture and interpersonal conflict." International Journal of Intercultural Relations 16, no. 4 (September 1992): 437–54. http://dx.doi.org/10.1016/0147-1767(92)90032-p.
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Utley, Mary E., Deborah R. Richardson, and Constance J. Pilkington. "Personality and interpersonal conflict management." Personality and Individual Differences 10, no. 3 (January 1989): 287–93. http://dx.doi.org/10.1016/0191-8869(89)90101-3.
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Parasey-Göçer, А. О., O. S. Korchuk, and Е. I. Lakatosh. "An alternative to resolving interpersonal conflicts to the «eye for an eye» principle." Shidnoevropejskij zurnal vnutrisnoi ta simejnoi medicini 2023, no. 1 (February 2023): 39–44. http://dx.doi.org/10.15407/internalmed2023.01.039.
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The relevance of the research topic lies in the stereotypical perception of the biblical Old Testament concept of revenge, and its interpretations for modern times. The article examines the conflict as a sociocultural phenomenon. Five interpersonal methods of conflict resolution generally accepted in society have been identified, including withdrawal, concession, struggle, compromise, and cooperation. The results of the study indicate that sometimes it is possible to change the direction of the development of the conflict, simply by looking at it differently. That is why the problem of finding an alternative solution to interpersonal conflicts of the “eye for an eye” principle needs urgent consideration. The research involves finding out what the conflict is in the social plane. The biblical principle “an eye for an eye” and its connotation in the 21st century. is considered as the key to solving problems in individual interpersonal relationships. One of the goals of the study is to illustrate that the principles taught in the Holy Scriptures are still valid today. If people paid more attention to what is written in the Bible, many unnecessary misunderstandings could be avoided. Military, international misunderstandings, unresolved interpersonal issues, etc., are realities of the XXI century. One of the reasons for this is various unresolved interpersonal issues of a social and legal nature. This type of conflict usually leads to suffering, oppression, disrespect, and other negative consequences that spoil the lives of families, states, nations, and the whole world. Conflict situations in the world are not a new phenomenon, since the misunderstanding between God and the cherub Lucifer originated in heaven and was transferred to the earthly world. This conflict is vividly reflected in the pages of the Bible. It is on the pages of the Old Testament that there are controversial situations that at first glance contradict the character of the loving Yahweh. Such controversial passages include the saying recorded in the book of Leviticus 24:20 «an eye for an eye, a tooth for a tooth». This study is implemented on the example of how different religions, including Protestant Adventism, understand this principle in a modern interpretation. In general, the search for alternatives for the rational resolution of interpersonal conflicts allows us to reflect on the current trends in modern conflict studies.
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OHSAKO, HIROE, and SUSUMU TAKAHASHI. "Effects of “Amae”on interpersonal emotions and conflict-solution strategies in interpersonal conflict situations." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 34, no. 1 (1994): 44–57. http://dx.doi.org/10.2130/jjesp.34.44.
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Sidorenkov, Andrey V., and Eugene F. Borokhovski. "The Role of the Size of the Small Group and Informal Subgroups in Intragroup Conflicts." Behavioral Sciences 10, no. 5 (April 28, 2020): 84. http://dx.doi.org/10.3390/bs10050084.
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This study examines the relationship between (a) the size of groups and the number of informal subgroups in them with conflicts in the context of the group, and (b) the size of the informal subgroups with conflicts in the context of the subgroup. A multidimensional model of intragroup conflict was used, which includes two dimensions: five levels of conflict (i.e., interpersonal (individual–individual), micro-group (individual–subgroup), group (individual–group), subgroup–subgroup, and subgroup–group) and two types of conflict (activity-oriented and subject-oriented). Each level of conflict contains two types. Forty-one small work groups (334 employees) took part in the study. In the group as a whole, both the size of the group and the number of informal subgroups in it have a positive relationship with subgroup–subgroup conflict in both types and subgroup–group subject-oriented conflict, and have a negative connection with micro-group subject-oriented conflict. In turn, the size of the subgroup is positively associated with the two types of subgroup–group conflict and negatively connected with the two types of micro-group conflict, as well as with interpersonal activity-oriented conflict at the level of the informal subgroup.
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Kushmatova, Dildora, and Farahnoza Olimjonova. "CONFLICT SITUATIONS IN THE STUDENT ENVIRONMENT." Eurasian Journal of Medical and Natural Sciences 03, no. 02 (February 1, 2023): 82–84. http://dx.doi.org/10.37547/ejmns-v03-i02-p1-14.
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