Psychological factors, communication and conflict in human relations

Man is a Social Being regardless of the profession or trade he chooses during his life.

Some professions have peculiarities that depend on a single man and tend to stimulate individualistic behavior in him. The maritime world is an adventure that usually involves "many" and success, in addition to technical knowledge, will depend in most cases on the intelligence and skill with which we develop interpersonal relationships to achieve the common goal.

direction-factors-socio-psychological-influence

For example:

There is no doubt that the captain of a ship is a very important personality, but what would become of him without the officer, and of this without his crew?

The maritime complexity has led to the necessary specialization in its different areas: hence the birth of the Port Pilot , an expert who due to its characteristics has circumstantial advantages over the members of the Ship Bridge Team.

These advantages are associated with:

• Knowledge of local traffic, currents, tides and dangers for navigation. Greater experience on ships and tugs in restricted waters. Familiarization with the different port authorities, services and language of the country in question.

However: Could there and distinguished by their knowledge and Skills A Practical if I had not ship to guide and captain to lead it ?

The unit of the Pilot-Captain is indivisible: during his work two strong experiences must come together without subordination, complementing each other.

It is a clear demonstration of the interdependence that two important personalities have, which is why we dedicate our time to the study of the phenomena that intervene in the Practical-Captain relations, associated with:

• Psychological FactorsCommunicationConflict Resolution

PERSONALITY AS AN INDIVIDUAL ATTRIBUTE with high repercussion in interpersonal relationships.

Being evident the need to establish high-quality interpersonal relationships, characterized by excellent communication, cooperation and conflict resolution; We often observe that two people repel each other from the moment they meet, because their personalities are contradictory and make a negative impression on the interlocutor.

Knowing the characteristics and manifestations of personality will allow us to better understand the people with whom we interact and efficiently manage the projection of our own personality before others.

PERSONALITY is the dynamic unit or group that prints a “distinctive seal” on each human being in his position before life and that is manifested through his attitude.

It is exclusive to the human being, it has a strong stable character, but it is capable of incorporating into its system, the new experiences that man is achieving in his growth and development.

It is formed throughout his life, through insertion in different activities. It is determined by the historical-social conditions of the moment in which man lives, and which allow her to adjust to her environment.

The inheritance, the environment and the situation determine its formation.

For example: From these factors the peculiar personality of each man is nurtured.

heritage	ambient	situation
§ Height	§ Culture	§ Personalities
§ Attractive	§ Conditioning	stable can
§ Sex	§ Family Rules	change for
§ Temperament	§ Friendships	influence of
§ Power level	§ Social groups	certain
§ Biological rhythm	§ Influences	situations

All people are not the same even if they have a similar social origin, age, or simultaneity of time and nation, their own personality dimensions characterize it.

These dimensions are:

• General Aspect Particular Aspect Individual Aspect

Thus, according to the historical moment (the general), the needs and feelings (particular) and ways of thinking and acting (individual), each man will manifest his personality.

Among the COMPONENTS OF THAT PERSONALITY are:

• Temperament (rhythm and intensity) It is expressed in man's behavior and personally qualifies his activity. It is innate and depends on his peculiar nervous system. It is the most stable component of the personality although it can be modified by the formation and development of other components. Character (what gives life meaning) It is the individual seal, the "stamp" of each person. Capacities (individual peculiarities that make it possible to carry out various activities with greater or lesser success). Itself(How does the subject value himself?) It is the conscience of his person, belief system, expectations, aspirations and values. As the self coincides with the reality and ideals recognized by man, increases his maturity.

These components are manifested in lasting characteristics that describe man's behavior through his PERSONALITY FEATURES and allow him to predict his behavior in specific situations.

	one.	Reserved	Outgoing
	two.	Submissive	Dominant
	3.	Shy	Risky
	Four.	Trusted	Suspicious
	5.	Dependent	Self sufficient
	6.	Relaxed	Tense
Traits	7.	Less Smart	Smartest
Primary	8.	Affected by feelings	Emotionally stable
Of	9.	I laughed	Carefree
Personality	10.	Opportunist	Scrupulous
	eleven.	Stubborn	Sensitive
	12.	Uncontrolled	Checked
	13.	Practical	Imaginative
	14.	Frank	Crafty
	fifteen.	Sure yes	Apprehensive
	16.	Conservative	Experimenter

It is important to highlight that each person will have individual peculiarities and differences that make up their personality, which it is necessary to know in order to understand the individual behavior that they assume, and treat it accordingly, positively influencing their human relationships.

The personality presents:

ATTRIBUTES that influence behavior.

These Attributes are:

• Control Site - Position of dependence on the destiny assumed by the man Orientation to the Realization - Interest that people experience to perform or fight and overcome obstacles Machiavellianism - Extent to which emotional distance is maintained with other people, demonstrating the ability to manipulate others on the basis that "the end justifies the means" Self - esteem - Degree to which the person is accepted or rejected regarding their expectations of success. Self-control - Ability to adapt your behavior to the external factors of the situation. Risk Trend - Time it takes to make decisions and amount of information required to decide.

Knowing these attributes allows us to better categorize and interpret people according to the manifestation of their personality.

If we aspire to achieve an adequate integration between the personality of the man, the work he performs and the desired performance, it is beneficial to know some types of personality.

His knowledge allows each man to be assigned tasks accordingly and to interpret his behaviors and actions.

Some personality types are:

• RealisticResearcherSocialConventionalEntrepreneurArtistic

Each type has its specific characteristics. We will characterize only one as an example:

THE ENTREPRENEUR: He is the person who with his initiative and effort manages to carry out a personal or social project. She has a will for growth and constant motivation to give her all. You can influence others, you have self-confidence. They are energetic and strong in their purposes and goals.

Additionally, and due to the influence it has on personality, human relationships and communication, we will refer to perception.

PERCEPTION: It is the process by which individuals organize and interpret their sensory impressions, with the aim of giving meaning to their environment. It intervenes in the formation of the image of oneself and the image we make of others, in some way conditioning the judgment we make of others and their actions.

It is important to take care of the impression we make and to strip as far as possible of subjectivity the perception we make of others.

Two important concepts intervene in the analysis of other people's individual behavior: values ​​and attitudes.

Values: Conviction that a specific form of behavior is

preferable in personal or social terms. Personal judgment of good - bad; correct incorrect; desirable and undesirable.

Attitudes: Propositions or evaluative judgments of people or circumstances according to our personal feelings about it. Acquired by inheritance, school, social relationships.

Although they are less stable than the personality, they affect the personal and social behavior of the man.

THE COMMUNICATION

We will move on to the study of communication and its influence on Interpersonal Relations.

Generally the Practical-Captain interactions are very brief, but intense due to the risk of the maneuvers and the accumulated tension in the voyages.

All the more reason it is necessary to achieve adequate training that allows us to optimize these relationships, often difficult due to language and cultural differences and due to professional stress itself.

Communication is the vital oxygen that allows organizations to breathe and achieve man's personal satisfaction.

It is a complex process, that works in two ways and that at the current stage constitutes one of the most important problems on the planet.

In order to optimize the relationship between the Pilot and the Captain, we will first analyze the technical essence of communication between any human being, and then we must perform an introspection to check if the requirements and demands of good communication are present or at least planned by our part before we start communicating.

We say that communication is a process.

COMMUNICATION PROCESS.

This process allows a transfer of the sender of the message, which aims to convey a meaning using a code. It is worth clarifying that this code is nothing more than the written or spoken word, but that it carries an implicit load that adds the language, the language used, the culture and individual customs and even to their state of mind and degree of positive affective impression or negative in relation to the other person to whom it is addressed.

To the extent that the message is properly perceived and understood, it must trigger an action at the receiver, representative of the acceptance or denial of the content (decoding) of the received message.

While that action does not take place there is NO communication, only information; that is why we speak of a process in two senses.

It has a high importance in interpersonal relationships because many times we tend to react emotionally evaluating the communication received, from our point of view, and interrupting it before it ends, which constitutes one of the main communication barriers and source of conflict.

Interpersonal communication generates a chain of events:

Sometimes the communication is not received by the other party with the same meaning and content with which it was intended, because in the process the feelings, emotions and exhibited behavior of the issuer are mixed in their own frame of reference; which in turn are interpreted according to the frame of reference of the interlocutor and to this is added the evaluation and the way in which the receiver perceives A and her own feelings, inferences and assumptions about A plus an evaluation of A's personality; which of course can affect the message sent, due to the appearance of:

Barriers in Communication or "Noises"

These barriers appear due to:

• Different perceptions Language differences Noises Motivation Mistrust

So it is convenient to know the

TECHNIQUES TO OVERCOME BARRIERS IN COMMUNICATION.

DIFFERENT PERCEPTIONS	LANGUAGE DIFFERENCES
q Explain the message in a way that is understood by those with different points of view and experiences.	q Explain technical or unusual terms. q Use simple, direct and spontaneous language.
EMOTIVITY	DISTRUST
q Perceive your own state of mind and see its influence on others before communicating an important message. q Understand the reactions of others and prepare beforehand to face them. q Favor an environment of support, trust and security.	q honesty q Firmness and good intentions q Coherent action q Personal example.
ADDITIONAL METHODS	NOISE
q Redundancy q Stimulate the creation of an organizational environment or feedback culture. q Express empathy.	q Delete it q Avoid distracting environments q If it is inevitable to increase the clarity and firmness of the message.

The communication process influences and determines the quality of the communication planning that we carry out. Therefore we must know and apply:

TEN COMMANDMENTS FOR EFFECTIVE COMMUNICATION.

1. Think with your head before speaking with your mouth. Reason what you want to say and why you want to say it, before you say it. Adapt what you want to say to the listener and the situation. Remember that how you say something is as important as what you say. Keep in mind that there is more communication than what your ear receives, your body also says something and much more the gestures of the face. Talk taking into account the needs of the listener, so it is more likely that the message will be remembered. Get some " feedback"the receiver to make sure the message is understood and accepted. Think in terms of the long-term effect of the message on the listener and on the organization. Support your words, if possible, actions. Learn to LISTEN WELL.

We will insist on highlighting the difference or gap that usually appears between "what we want to say to another person" and "what that person really receives"

SCHEME OF THE LOSS OF "LOAD" IN A COMMUNICATION.

This graph clearly demonstrates how information is lost during the process between A and B and the influential elements in this distortion.

Going deeper, we can know the REQUIREMENTS TO ACHIEVE AN EFFECTIVE COMMUNICATION.

• Try to express the ideas you intend to communicate clearly and precisely. Use direct language, avoiding ramblings and excessive gloating. Use language adapted to the characteristics of the personality or people with whom you intend to communicate. Educate yourself as a receiver. For this you must be able to know how to listen to your interlocutor. Educate your subordinates in this regard. Ask for clarification when necessary, never remain in doubt about something that is raised. Asking for clarification is not a sign of failure. Never give orders left and right without knowing the recipient's reaction to your decision. Checkif they have understood it. Remember that communication needs feedback. Know how to find suitable channels to transmit the message you want to send.

Communicating well requires training in:

TECHNIQUES TO FACILITATE INTERPERSONAL COMMUNICATION.

• Communication Planning.

1. What do I want to achieve as a result of this communication? (What response do I want from the recipient as a result of the message I send you) Do recipients have the capacity, motives, and power (not just the authority) to respond to what I want from this message? Am I the right person? to obtain the required response or would it be convenient to include a third person to improve communication? (The same message can obtain different responses if it is attributed to different origins). What resistance can they produce?

• The physical conditions of the receiver. Emotional state. The need The experience The individual and collective objectives. Selecting the right individual at the right time.

• Issuance of the Communication

• Draw the attention of the receiver (blows, loud sounds, physical contacts). Use a clear and understandable vocabulary for the listener. Structure the content. Appropriate sound and timbre of the voice. Reiteration of the idea; arguing and exemplifying it and taking it from different angles so that most of it is fixed . Positive emotional disposition towards the receiver.

• Receipt of information.

1. Mastering distractions: finding appropriate conditions.

• Predict what the speaker is going to say next. Identify the evidence available to the speaker, focusing on the argument of each idea, which guarantees more security to accept or reject the proposition. Periodically recap what we hear, summarizing the key points (every 5 minute talk, 10 second summary) this doubles retention and understanding.

1. Ability to structure the contents: identify the structure of the content of the interlocutor, which allows delimiting the essential from the non-essential.

Most common types of structures:

• Chronological (past, present and future) Spatial (application of ideas in different places) Presentation of the problem and its possible solution Progressive (questions and answers to various questions of increasing complexity) Others (can be structured taking note of the principles and facts that points to the interlocutor)

1. Ability to maintain emotional control: master personal aversions to the speaker, his objective or his language or the way of exposing the subject.

• Establishing psychic distance (focusing on understanding your arguments). Making sure we understand what you are saying Make the decision to repeat the message

• Aspects to stimulate feedback.

1. Encourage subordinates by asking, disagreeing, and speaking. Choose what you need to know for the good of the organization, pointing to each his area retroalimentación.Planificar sessions feedback for activities or áreas.Usar the silence to stimulate retroalimentación.Observar the nonverbal responses that sometimes show misunderstanding, displeasure, etc. Ask questions that clarify the definition of terms to expand the information. Use phrases or facial expressions that stimulate feedback such as:

• I see That is interesting Tell me something more about it Do you believe? Repeat the last sentence I have understood correctly, what you want to say is…

We do not always have to communicate with the word, since there are other valid means of communication depending on the purpose we pursue. When selecting them we can take into account that people retain and remember:

• 10% of what they read 20% of what they hear 30% of what they see 50% of what they see and hear 70% of what they talk 90% of what they do

Therefore, we must change the means of communication and not only speak, but also reinforce audiovisual messages and the participation of those involved to improve understanding.

Communication has two phases: Talking and listening, we need to learn its secrets.

THE ART OF LISTENING (ACTIVE LISTENING)

Knowing how to listen is an art, over time they have prepared us to speak correctly; but not for active listening. If we stop at the conformation of our organism, we will see that we have a single mouth and two ears, which indicates that we must listen more, however we generally hear but do not listen.

What is listening?

Listen carefully to what another person says. It means doing it ACTIVELY, looking for and concentrating on the content, looking at the words of the person who is communicating, avoiding distractions.

To respond to what we are actively listening to, we must:

• Interesting Encouraging Asking Feedback Feedback (restating) Acknowledging feelings Summarizing

In these times, many organizations develop massive training programs for their employees in the ability to listen, taking into account the ADVANTAGES that it has for the operation of the organization by facilitating communication and conflict resolution.

ADVANTAGES OF BEING ABLE TO LISTEN

• Reduces tension Increases your power (Get more information) Helps to understand others You learn Stimulates the cooperation of others It facilitates the negotiation and the solution of differences of criteria and conflicts It projects an image of intelligence and respect in others It increases the interlocutor's trust.

So why don't we listen ?

Why:

• We are not interested in the subject that is being presented to us, (or) we consider that we are wasting time. We do not have time. Another more urgent issue needs to be resolved. Concerns about another matter, what remains attention. Ours is the most important thing, they will not convince me, so… why listen to them? Impatience to contribute ideas. We are more aware of what we are going to say than listening to other opinions.

We don't pay attention !!!

1. Stop talking!

(You cannot hear if you are speaking)

1. Make the speaker comfortable.

(Help him feel free to speak)

1. Show him that you want to hear.

(Look and act interested. Do not read your correspondence while being spoken to. Listen to understand rather than to reply.)

1. Eliminate distractions.

(Don't be distracted by playing with pieces of paper, etc.)

1. Try to be empathetic with him.

(Try to put yourself in his place so that you can understand his point of view).

1. Be patient.

(Take plenty of time. Don't interrupt, etc.)

1. Keep your humor.

(An angry man takes the worst meaning of words).

1. Be cautious with your arguments and criticism.

(This puts him on the defense, or he can predispose him in a bad mood.)

(Don't argue: even when you win, you lose).

1. Ask questions

(This stimulates him and shows that you are listening to him, also helps to develop other topics)

1. Stop talking!

(This is first and last. All other commandments depend on it, you cannot be a good listener while you are speaking.)

Interrupting others is one of the most common and destructive behaviors. Most people tend to have little awareness of how often and rudely they interrupt others, convinced that they have something more important than what the speaker was going to say… ”

Edgar Schein

The following rules are a guide to practicing the art of listening. In fact, they are the foundation for developing better listening habits.

TEN RULES OF THE ART OF LISTENING

	HE WHO HEARS EVIL	THE ONE WHO LISTENS WELL
I. Finding areas of interest	He ignores boring topics.	Looking for opportunities: Wondering: What does this mean to me?
II. Evaluate the content	It is ignored if the form of expression is deficient	Evaluate the content and pass the expression errors.
III. Master the feelings	Tends to argue	Do not judge until you have understood perfectly.
IV. Hear ideas	Listen to data	Hear the essentials
V. Be flexible	Take too many notes	Take a few notes. Use 4 or 5 different systems, depending on the person speaking.
SAW. Actively listen	Don't try	He works hard, shows activity in all his personality
VII. Avoid distractions	Easily distracted	Fight against distractions. She knows how to concentrate.
VIII. Exercise the mind	It ignores difficult topics, only caters to light and fun topics	Take tricky topics as an intellectual exercise
IX. Keep an open mind	Reacts to emotionally charged words	Interpret the emotionally charged words and don't get caught up in them.
X. Take advantage of the difference between the speed of thought and oral expression	Before the people who speak slowly, they dedicate themselves to fantasize	Anticipates, mentally summarizes, weighs tests, listens “between the lines” according to the tone of voice.

NON- verbal communication:

Made up of looks, winks, smiles, frowns and body movements that convey meaning. In addition to the tone of voice, the emphasis of the words and the physical distance that also transmit information.

What does the other do while answering my question?

Your gestures	Warning signs. Gestures can be explanatory, descriptive, spirited, questioning. The gestures of the hands can reform the words thanks to the complementary support of the movements.
His look	Absence, distraction, interest, disinterest, falsehood.
Their expressions	Indifference, annoyance, doubt, anger, boredom.
His voice	Emotivity, susceptibility, enthusiasm, discomfort
Their silences	Reprobation, reflection, observation.
Their attitudes	Conformism, affectation, embarrassment, pretense.
Their positions	Inertia, dynamism, stillness, withdrawal, impatience
His manipulations	Twitching, shyness
His pounding	Imitation, aggressiveness
Your skin's reactions	Blush.

The joint observation of these behavioral manifestations helps to confirm the meaning of the communication of the interlocutor.

For example: Internationally, even when people do not speak the same language, gestures are known to mean:

• Raising eyebrow: disbelief Rubbing nose: unawareness Crossing arms: Isolating, protecting Lifting shoulders: nonchalance Winking: intimacy Finger tapping: impatience Hitting forehead: Forgetting something

Physical distance is also a means of communication. However, its interpretation depends on cultural values ​​about the adequate personal space.

In Europe: an acceptable distance to stand before a person would be considered intimate in the United States.

Standing too close to the interlocutor can be interpreted as sexual assault or interest, while too far can be taken as disinterest or displeasure.

EMOTIVE CONTENT OF AN ORAL MESSAGE

In interpersonal communication it is important:

• Recognize the complexity of the communication process. Recognize that each human being perceives and interprets communication according to their training, needs, emotions, values ​​and experiences.

Take them into account!

Verify that we have managed to transmit what we wanted and that the other person received it appropriately; it is achieved through feedback.

FEEDBACK.

Process by which we discover if the message that was tried to transmit is the one that was really perceived. It is the behavioral response that has been generated.

The most powerful form of feedback is the human response because:

• Increases accuracy. Instills a sense of being understood. Promotes closeness. Sense of confidence. Can increase defensive behavior and the position of being on guard.

Feedback is most effective when:

• Not requested as opposed to requested.It is descriptive rather than evaluative.It is more behavioral than global.It occurs immediately after a behavior takes place and not after a period of time.When it is more positive than negative

CONFLICT RESOLUTION

Another consequence of inappropriate communications is CONFLICTS.

Conflict is an element that appears very frequently in interpersonal relationships and in organizations, threatening stability when we do not know how to manage or administer it.

There are multiple definitions and approaches to conflict.

We could say that:

CONFLICT: It is a process that begins when one party perceives that another has affected it negatively or is about to negatively affect some of their interests.

Whether or not there is a conflict is a problem of perception.

They generally appear as a result of disagreement between two people or two members of an entity or two entities, due to the need to share scarce resources or carry out activities that apparently or may actually affect the stability of others.

They can also occur between two parties with different statuses, goals, values ​​or ideas that try to prevail their point of view over that of the others.

Conflicts can be FUNCTIONAL AND DYSFUNCTIONAL

Functional conflict: Strengthens the group's goals and improves their performance.

Dysfunctional conflict: Hinder group performance.

How individuals perceive a conflict can influence its effect on the group.

Conflict process: It consists of five stages

1. Opposition or potential incompatibility Cognition and customization
   • Intentions
   Behavior Results

The sources of conflict are multiple

Since the rise of humanity there have been different points of view regarding conflicts.

	approaches	focus
Traditional (1930-1940)	Conflict with dysfunctional outcome, caused by poor communication, lack of frankness, administrative inability to respond to the needs and aspirations of employees	· Simplistic of people who create conflicts · Only direct attention to the causes of the conflict and correct this malfunction, to manage the performance of the group and the organization.
Human relations (1940-1970)	Natural conflict in all groups and organizations. Avoidable conflict: but cannot be eliminated.	· It can be beneficial for group performance.
Interactive (1970-2000)	It encourages group leaders to maintain a constant minimum degree of conflict, enough to make the group viable, self-critical, and creative. A peaceful and harmonious cooperative group tends to be apathetic, not responding to the needs of change and innovation. They do not claim that a conflict is entirely good, but naive. Whether it is good or bad depends on the type of conflict.	· Functional conflict · They distinguish functional from dysfunctional conflict.

CHANGING IDEAS ABOUT THE CONFLICT

Ancient Perspective	Current Perspective
· Conflict is inevitable · It is due to personal or administrative errors in the design of the organizations or to people who cause problems. · Optimal organization performance requires conflict elimination. · It hurts the organization. · Management must eliminate them	· It is unavoidable · It favors or impairs performance and relationships as it is handled. · Optimal performance requires modifying the level of conflict · Can help improve performance · Handle and use them (in some cases stimulate them)

Every conflict is born, develops and disappears or dies. Its stages are:

During the CONFLICT PROCESS we can see:

1. Possible opposition and incompatibility (Structure, communication, personality). Knowledge and personalization

• Perceived conflict: One or several parties acknowledge the occurrence of the conflict. Felt conflict: Emotional involvement in a conflict that creates anxiety, tension, frustration, or hostility. Intentions: Decision to act in a way. Competing: Desires to satisfy needs, own interests regardless of the impact that occurs in other parts of the conflict. Collaborate: The parties to the conflict want to fully satisfy the interests of all parties. Avoid: Desire to withdraw from conflict or end it. Adapt: One party places the interests of the other above their own. To convince:Both sides are willing to compromise. Conduct: Affirmations, acts, visible reactions of the parties to the conflict.

3. Results

The:

CONFLICT DYNAMICS

A situation

There are methods to handle a conflict:

1.- STIMULATE IT: When performance is impaired due to a low level of conflict.

• Reaching out to people outside the organization. Departing from normal policies. Restructuring the organization. Encouraging competition. Encouraging a climate that facilitates the presentation of ideas. Selecting new managers.

2.- REDUCE IT: When your level is very high or counterproductive.

• Group meeting to face threats or common enemy Face to face meeting Identify objectives-goals Attack the cause of the problem Do not personify the problem.

3.- SOLVE IT: Look for alternative solutions to the problem.

The WAYS TO RESOLVE THE CONFLICT can be:

• Mastery and Overcoming

Suppress the conflict instead of solving it. It prevents it from coming to light.

Create win-lose situation in which the loser forces himself to yield to authority and ends up disappointed and hostile.

MAY PRESENT

• Authoritarianism Smoothing (diplomatic form) Avoidance (no one is satisfied) Majority rule (vote)

• Commitment

Some goals are sacrificed to achieve others.

The ways of proceeding in the face of conflicts are various:

• Separation of the parties until solutions are found Arbitration: Submit to third-party lawsuits Application of rules: abide by the rules.

• Integrative solution of the problem

Joint solution of the problem. Everyone works to achieve a common goal.

The WAYS to approach them are:

• Consensus - Best solution in group meeting Confrontation - Express competing ideas directly.

Examining the causes and finding methods of solution.

• Higher Goals - Accept by the group seeking group cohesion.

HOW TO PREPARE TO FACE A CONFLICT.

1.- IDENTIFY THE CONFLICT

• What is it? Who is involved? How does it affect you? Why?

2.- VERIFY YOUR PERCEPTIONS

• Did things really happen as you see them? Do you have all the information about what happened? Are you sure that your mood is not influenced by situations that limit you to objectively analyze the situation? Consult with third parties who can view the problem more objectively than you do.

3.- TRY TO PUT YOURSELF IN THE OTHER'S PLACE

• Why would B have acted in the way you perceived it? What interests (needs could be behind B's action? Would B act pressured or influenced by some personal situation outside the conflict? Did you do something that could have generated in B such behavior towards you?

4.- CONTROL YOUR EMOTIONS

(It can limit your analytical skills and weaken your power)

• Acknowledge your reaction to conflict Identify feelings about conflict Postpone discussion for another time Meditate "coldly" on the matter. Identify the possible consequences of your emotional reactions.

5.- ANALYZE THE POSSIBLE RESULTS THAT YOU COULD OBTAIN BY FACING THE CONFLICT.

• Is the situation getting worse? Definitively breaking relations with B? Does that suit him or does it hurt him? Is it possible to achieve a compromise, in which each party gives in to something? Is it possible to turn the conflict into an opportunity?

(To definitely improve a relationship, set common goals, overcome mutual prejudices or behaviors that leave the parties unsatisfied).

6.- PREPARE YOUR STRATEGY TO FACE THE CONFLICT

1. POSSIBLE STRATEGIES

Denial

Do not assume the existence of the conflict, "leave it" for later

Confrontation

Attack the person who caused it

Resolution (Negotiation)

The problem is recognized, it is analyzed between the parties and the situation is jointly faced.

2. IF YOU CHOOSE THE RESOLUTION STRATEGY (NEGOTIATION)

• Analyze possible interests (needs of B) Specify your interests (needs) well and set your priorities. Try to identify possible common interests. What does B have that may interest you? What do you have that B may be interested in? Determine your GPT What would I want to get What could I get? (home) What do I have to get? (Abandonment) Specify what you could offer to B, that may interest you Generate a “list” of the different options that could be managed Determine the criteria with which you could evaluate the different options Select the option (s) that best corresponds to those criteria

3. - WHEN YOU WILL HAVE THE “CONFRONTATION ”

• Control your emotions Speak in first person Express how you saw and felt the problem Be descriptive, do not criticize or evaluate Be specific, do not generalize Separate the past from the future and the problem of people Do not try to find the “culprit”, think and work harder to find the solution.Avoid personal accusations or expressions that may hurt the sensitivity of the other party Show empathy, express your criteria to listen and know the opinion of B. Express your desire and willingness to resolve the conflict Emphasize in the common interests in the future Think more about solving the problem than “win” Turn personal attacks into an attack on the problem

Conflict is not always negative or destructive, but can give positive or negative results.

An objective point of view is to consider it inevitable and to find ways to make its results constructive.

The ADVANTAGES OF THE CONFLICT are:

• It encourages individuals to seek better methods that will bring them more satisfying results. It encourages them to be more creative and try new ideas. Hidden problems are brought to the surface and can then be addressed and solved.

The DISADVANTAGES OF CONFLICT are:

• Impaired cooperation and teamwork Mistrust may appear among those who need to coordinate their efforts. Some individuals may feel defeated and others may deteriorate their self-image.

So far we have gone through, in a tight synthesis, the most common socio-psychological factors in the Practical-Captain relations , which in fact appear in human relations in any sphere.

It is very evident that as we perfect our habits and customs of treating people according to their personality, planning and using adequate communication techniques and solving the inevitable conflicts; The indispensable cooperation relations for the good performance of the individual work of the Port Pilots , the Captains , the officers and crews of the ships will be reaffirmed more and more ; on which maritime security, cargo and the valuable human resources they transport depend.

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