Transcript Chapter 10 - People Server at UNCW

Chapter Ten
DEFINING CONFLICT
How do you define conflict?
 Conflict is the expressed struggle of interconnected
parties who perceive incompatible goals and
interference from each other in attaining those goals.
DESTRUCTIVE AND CONSTRUCTIVE CONFLICT:
IT’S ALL IN THE COMMUNICATION
What is destructive conflict?
 Destructive conflict is characterized by dominating,
escalating, retaliating, competing, defensive, and inflexible
communication patterns.
What is constructive conflict?
 Constructive conflict is characterized by communication
that is We oriented, de-escalating, cooperating, supportive,
and flexible.
STYLES OF CONFLICT MANAGEMENT
 A communication style of conflict is an orientation
toward conflict.
 Styles exhibit predispositions or tendencies regarding
the way conflict is managed in groups.
 Individual group members or an entire group may
adopt a normative preference for a certain style of
conflict management.
FIVE COMMUNICATION STYLES OF CONFLICT
MANAGEMENT BY BLAKE & MOUTON
STYLE
1.
Collaborating
TASK-SOCIAL DIMENSION
1.
Problem
2. Accommodating
2. Yielding
3. Compromising
3. Withdrawing
4. Avoiding
4. Withdrawing
5. Competing
5. Power-Forcing
COMPARING STYLES:
LIKELIHOOD OF SUCCESS
 Research favors some conflict styles over others.
 The collaborating style is the most constructive and
effective style of conflict management.
 The competing style is the least effective.
TYPES OF CONFLICT: TASK,
RELATIONSHIP, AND VALUE
Is there a difference between Task Conflict that is routine and
nonroutine?
 A routine task is one in which the group performs
processes and procedures that have little variability and
little likelihood of change.
 A nonroutine task is one that requires problem solving, has
few set procedures, and has level of uncertainty.
 Conflicts about routine tasks often have a negative effect
on group performance, while conflicts about nonroutine
tasks often have positive effect.
RELATIONSHIP CONFLICT
 Conflict are not always about task accomplishment.
 Some relationship conflicts are volatile conflicts
provoked by personality clashes between group
members.
INERCONNECTEDNESS OF TASK
AND RELATIONSHIP CONFLICT
 Recognizing the interconnectedness of task and
relationship dimensions of groups can be critical when
conflict arises.
 A conflict initially about task accomplishment can
easily turn into mostly a relationship conflict,
especially if the task accomplishment is frustrating.
VALUES CONFLICT
 The most difficult disputes to manage are values
conflicts.
 Values are the most deeply felt views of what is
deemed good, worthwhile, or ethically right.
 Beliefs are what we think is true or probable but values
are what we are passionate about. Things such as
abortion, pornography, religion, flag burning,
freedom, right to privacy and equality.
 Such conflicts do not lend themselves much to
compromise.
CULTURE AND CONFLICT
 Individualistic cultures such as the U.S. and most of the Western
European countries typically employ low-context communication
(message-content orientation).
 Collectivist countries such as most Latin American and Asian
countries use a high-context communication (message-context
orientation).
 Low-context is verbally precise, direct, literal, and explicit. A legal
contract or instructions are examples.
 High-context is indirect, imprecise, and implicit. Expressions such
as I’ll think about it may be a face-saving way of saying no in Japan.
 Individualist, low-context cultures favor direct competitive or
compromising styles of conflict management.
NEGOTIATING STRATEGIES
What is meant by negotiation?
 It is the process by which a joint decision is made by
two or more parties.
 Negotiating strategies are the ways we transact these
joint decisions when conflicts arise.
NEGOTIATING STRATEGIES
1.
Tit For Tat: Do Unto Others- You do what the other
party does.
2. Reformed Sinner: Spreading Redemption- Initially
competes, then cooperates and relaxes demands.
3. Positional Bargaining: Hard and Soft Negotiating-
haggling back and forth until concessions are made
and agreement is reached.
ANGER MANAGEMENT
The most commonly reported communication behaviors associated with
workplace anger include:
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Yelling
Swearing
Hurling Insults
Using Sarcasm
Criticizing
Giving Dirty Looks
Making Angry Gestures
Throwing Things
Physical Assault
NOTE: Managing anger is an important aspect of constructive conflict
Management in groups.
CONSTRUCTIVE AND DESTRUCTIVE
ANGER: INTENSITY AND DURATION
The difference between constructive and destructive
anger depends on two conditions: the intensity and
the duration of the anger expression.
 Intensity of anger can vary from mild irritation to
outright rage.
 Duration, or how long the anger lasts, also determines
whether anger is constructive or destructive.
MANAGING YOUR OWN ANGER:
TAKING CONTROL
There are steps you can take to diffuse your own anger
when you sense that it is approaching the destructive
stage of intensity and duration.
Reframe self-talk
2. Listen non-defensively
3. Deliberately calm yourself
4. Find Distractions
1.
MANAGING THE ANGER OF
OTHERS: COMMUNICATION JUJITSU
Try these suggestions for defusing the anger of others:
1.
2.
3.
4.
5.
6.
7.
Be Asymmetrical
Validate The Other Person
Probe
Distract
Assume A Problem Orientation
Refuse To Be Abused
Disengage
VIDEO CASE STUDY:
The War of the Roses
VIDEO CASE STUDY:
The War of the Roses