Transcript In Mixed Company Chapter Ten

In Mixed Company
Chapter Ten
Conflict Management In Groups
Speech 140 Chapter 10 Conflict
Management in Groups
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Conflict Defined
• Conflict is the expressed struggle between
two interconnected parties who perceive
incompatible goals and interference from
each other in attaining those goals.
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Management in Groups
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Destructive and
Constructive Conflict
• Moderate amounts of conflict can be a constructive force in
groups if the conflict is managed competently.
• The principal difference is how competent the communication
is when transacting the conflict.
• Destructive conflict is characterized by dominating, escalating,
retaliating, competing, defensive, and inflexible
communication patterns.
• Constructive conflict is characterized by communication that is
We oriented, de-escalating, cooperative, supportive, and
flexible.
• The principle focus is on trying to achieve a solution between
struggling parties that is mutually satisfactory to everyone.
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Styles of Conflict
• A communication style of conflict
management is oriented toward conflict.
• Since conflict can be an essential catalyst
for growth in a system, increasing conflict
may be required to evoke change.
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Collaborating: Problem Solving
• The collaborating style is a win-win
cooperative approach to conflict. It
attempts to satisfy all parties. Someone
employing this style has a high concern for
both task and social relationships in
groups.
• A collaborating style has three key
components: confrontation, integration,
and smoothing.
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Confrontation:
Addressing the Problem
• The overt recognition that conflict exists in a
group and the direct to manage it effectively is
confrontation.
• Not all issues are worth confronting, members
who confront even trivial differences of opinion
or can’t let a momentary flash of pique go
unattended.
• Groups have to decide which issues and
concerns are priorities and which are tangential.
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Confrontation:
Addressing the Problem
• Integration, a collaborative technique that devises creative solutions
that are mutually satisfactory for all parties in conflict.
• The act of calming the agitated feelings of group members during a
conflict episode is called smoothing.
• Since collaborating is such an effective communication style for
solving conflicts of interests, why isn’t it always used in the solutions.
• Collaborating usually requires a significant investment of time and
effort along with greater-than-ordinary communication skills.
• Collaboration is based on trust.
• Parties in a conflict sometimes do not share the same emotional
investment in finding an agreeable solution for all involved.
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Accommodating
• Accommodating style yields to the concerns and
desires of others.
• Someone using this style shows a high concern
for social relationships but low concern for task
accomplishment.
• Yielding on issues of incidental concern to your
group but of major concern to other parties while
holding firm on issues of importance to your
group usually achieves mutually advantageous
outcomes.
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Compromising
• We give up something to get something.
Someone using this style shows a
moderate concern for both task and social
relationships in groups.
• When an integrative solution can’t be
achieved, when a temporary settlement is
the only feasible alternative or when the
issues involved are not considered critical
to the group, comprising can be useful.
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Avoiding
• A communication style of withdrawing from
potentially contentious and unpleasant
struggles.
• Someone using the avoiding conflict style
shows little concern for both task and
social relationships in groups.
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Competing
• Someone using a competing or forcing style
shows high concern for take but low concern for
relationships in groups.
• Someone using a competing or forcing style
shows as a means of furthering personal more
than group goals (Me-Not-We-Orientation)
• Making friends and developing a positive social
climate are secondary and expendable.
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Communication Styles of
Conflict Management
Style
Collaborating (Problem
Solving)
Accommodating
(Yielding)
Compromising
Task-Social Dimension
High task, high social
Low task, high social
Moderate task,
moderate social
Avoiding (Withdrawing) Low task, low social
Competing
High task, low social
(Power-forcing)
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Management in Groups
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Task Conflict:
Routine or Non Routine
• A routine task is one in which the group performs
processes and procedures that have little
variability and little likelihood of change.
• A non-routine task is one that requires problem
solving, has a few set procedures, and has a
high level of uncertainty.
• Conflicts about routine tasks often have a
negative effect on group performance, while
conflicts about non-routine task often have a
positive effect.
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Management in Groups
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Relationship Conflict
• If a relationship is one of trust and
cooperation, regardless of the power
disparities, then collaborating has real
potential.
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Management in Groups
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Interconnectedness of Task and
Relationship Conflict
• Recognizing the interconnectedness of
task and relationship dimensions of groups
can be critical arises.
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Management in Groups
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Values Conflict
• Values are the most deeply felt views of
what is deemed good, worthwhile, and
right.
• Beliefs are what we think is true and
probable.
• Values conflicts are especially difficult to
manage when members of different
cultures clash over divergent worldviews.
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Negotiation
• Negotiating strategies are the ways we
transact these joint decisions when conflict
arise.
• Conflict spirals- the escalating cycle of
negative communication that produces
destructive conflict.
• Reformed sinner strategy initially
competes or acts though, then
cooperatives and relaxes demands.
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Graduated and Reciprocated Initiatives
in Tension Reduction (GRIT)
1. Issue a sincere public statement expressing a desire to
de-escalate the conflict.
2. Specify the concession to be made, clarifying what,
when, how, the action will be undertaken.
3. Follow through and complete the concession, but do not
make this contingent on reciprocation by the other
parties.
4. Encourage, but do not demand, reciprocation from the
other parties.
5. Make no high-risk concessions that leave you
vulnerable or in an indefensible position. Don’t give
away the store.
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Management in Groups
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The Four Principled Negotiation
• Principled negotiations changes the rules from
competitive to cooperative. The four basic elements to
this approach with corresponding principles for each
element.
• Separating the people from the problem.
• Negotiating interests first, not arguing positions, is
critical.
– Positions are the concrete things one party wants. Interests are
the intangible motivations needs, desires, concerns, fears,
aspirations-that lead a party in the conflict to take a position.
• Generating a variety of options is another aspect of
principled negotiation which rests on establishing
objective standards for weighing the merits and demerits
of any proposal.
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Anger Management
• The difference between constructive and
destructive anger depends on tow
conditions the intensity and duration.
– Intensity of anger can very from mild irration
to outright rage.
– Duration or how long it lasts determines
whether anger is constructive or destructive.
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Managing Your Anger
1.
2.
3.
4.
Reframe self-talk
Listen non-defensively
Deliberately calm yourself
Find distractions
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Managing The Anger of Others
1.
2.
3.
4.
5.
6.
7.
Be asymmetrical- do not strike back in kind
Validate the other person
Probe
Distract (Shifting the other person’s focus)
Assume a problem orientation
Refuse to be abused
Disengage
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