Transcript Chapter 2: The Nature of Conflict

Chapter 2
The Nature of Conflict
How do you view conflict
 As
a battle to be won?
 As a problem to be solved?
 As a danger?
 As an opportunity?
Your view of conflict determines, to a large
extent,whether or not a creative solution will be
found.
Conflict Defined

Contemporary definitions focus on interdependence
instead of unalterable opposition. Expamples include:
“A situation in which interdependent people express differences
in satisfying their individual needs and interests, and they
experience interference from each other in accomplishing these
goals” (Donohue & Kolt, 1992)
 “Conflict arises when a difference between two or more people
necessitates change in at least one person in order for their
engagement to continue and develop. The differences cannot
coexist without some adjustment.” (Jordan, 1990)

A simple, useful definition

Conflict is an expressed struggle between at least two
interdependent parties who perceive incompatible goals,
scarce resources, and interference from others in achieving
their goals.

Transforming a conflict depends on perceptual or
conceptual change in one or more of the parties.
Perception is at the core of all conflict analysis.

You must sort out what is actually happening from the
perception of what is happening
Continuums of Conflict Management
Continuua from least adjudicative to most adjudicative have
been developed by a variety of students of conflict
 Least adjudicative: Private decision-making by the
parties:
Conflict avoidance
 Informal discussion and problem-solving
 Negotiation
 Mediation

Next on Continuum: Private, thirdparty decision-making
 Administrative Arbitration
decision
(Note that as you move along the continuum, the
likelihood of a win-lose outcome increases)
Next Level: Public,
Legal, authoritative third-party decision-making
 Judicial,
Legislative decision-making
Extralegal coerced decision-making
 Nonviolent/Violent
 Direct
action
Elements of Conflict
 The
elements must be examined carefully if
conflict is to be clarified enough to “re-solve”
 An
expressed struggle
 Interdependence
 Perceived Incompatible Goals
 Perceived scarce resources
 Interference
An Expressed Struggle

Communication is the central element in all interpersonal
conflict:
Communication behavior often creates conflict
 Communication behavior reflects conflict
 Communication is the vehicle for the productive or destructive
management of conflict


Intrapersonal perceptions are the foundation for conflict,
but only when conflicts are communicated in some way
does an “interpersonal conflict” emerge
Interdependence
A person who has no special interest in what another does
has no conflict with that other person.
 In all conflicts, therefore, interdependence carries
elements of cooperation and elements of competition.
 Parties decide the extent to which they will operate in an
interdependent or independent way


“We are in this together” versus “Doing my own thing”
Parties must decide how much they are willing to allow
the other party or parties to influence their choices
 Real relationships have natural rhythms

Perceived Incompatible Goals
 People
fight over needs, but often not the ones they
SAY they are fighting over
 Making the real goals clear, and clarifying the
value to each party in helping meet one another’s
needs can help move people forward with their
relationships
 Whether or not the goals are really incompatible,
the perception that they are is central to all conflict
Perceived Scarce Resources
 Resources
are defined as “any positively perceived
physical, economic, or social consequence.”
 A resource
can be anything perceived as valuable and
limited– from affection to money to status
 Some resources are truly limited and others more
limitless, but it is the perception of the resource and
how it is distributed that is important to understand in
conflict situations (e.g. Power and Self Esteem)
Interference
 If
the presence of another person interferes with
desired actions, conflict intensifies
 Parents vs. teenagers – these conflicts often
involve this element
Destructive Conflict: Individual
Communication
 Conflict
can be constructive or destructive
depending on the context and the communication
behaviors exhibited
 Gottman (1999) refers to four communication
practices that predict the end of a relationship
unless something is done to turn things around
The Four Horses of the Apolcalypse
 Critical
Start-up sets the tone for any conflict
 Defensiveness characterizes destructive conflict
 Stonewalling occurs when one person withdraws
from the interaction
 Contempt contributes to destructive conflict
Exercise: Defusing Critical Start-Up
 Changing
 Let’s
“criticisms” to “complaints
think of some critical statements we have
experienced from others
 Small Group activity: Choose two critical statements
within your group and reframe them into legitimate
complaints
Destructive Conflict Spirals:
Characterized by:
Avoidance patterns that reduce the chance for productive
conflict
 Attack/withdraw or Pursue/Flee pattern
 Poorly expressed strong emotion
 Reciprocity of negative emotion
 Retaliation
 Inflexibility or rigidity
 A competitive system of dominance and subordination
 Demeaning verbal and nonverbal communication such as
ridicule and contempt

Constructive Conflict
 The
purpose of this course is to help you learn to
create (and help others create) constructive,
healthy conflict
Analysis of Elements of Healthy
Conflict
The parties express the elements of their struggle clearly
 Perceptions of interdependence are “checked out” and
verified
 Goals that are perceived as incompatible are disclosed to
ensure that there really is a conflict
 If resources are scarce, alternatives like sharing or use of
other resources are explored
 The perception that parties are blocking or interfering with
another’s goals is examined
