Lecture 12 Menaging Conflict

Managing Interpersonal Conflict

Conflict Common causes: intimacy,

power, personal behaviors, distance, socialization, distrust

Content conflicts Relational conflicts

Copyright (c) Allyn & Bacon 2008

ConflictPositive aspects of conflict

Examines problem(s); work towards potential solution(s)

Each states own needs/wants Prevents hostilities and resentments from festering Shows ability to resolve conflict satisfactorily; stabilizes

relationship

Negative aspects of conflict Increased negative feeling for opponent Depletion of energy Close off self to the other party Leads to further conflict, hurt, and resentment


Cultural Context

Cultural differences value orientations expressions of different perceptions face-saving or avoidance

Gender differences


CONFLICT MANAGEMENT STRATEGIES


Factors to consider:1. The goals to be achieved2. Your emotional state3. Your cognitive assessment of the situation4. Your personality and communication

competence5. Your family history

Conflict ManagementForce and Talk

Force—using either physical or emotional power, or both (Abuse is a high factor in divorce)

Talk—the only real alternative to force


Conflict Managing Styles

Competing

Avoiding

Accommodating

Collaborating

Compromising



DEFENSIVENESS AND SUPPORTIVENESS

EvaluationControlStrategyNeutralitySuperiorityCertainty

Other Conflict Management Terms

Face-enhancing Face-detracting Blame and empathy Silencers Facilitating open expression Gunnysacking and present focus Verbal aggressiveness Argumentativeness


DECISION MAKING METHODSin small groups.

• Authority• Members voice their feelings and opinions but the leader, boss or CEO makes the final

decision.

• Advantages:

An efficient method, it gets things done quickly and the amount of discussion can be limited as desired.

• Experience and informed members (i.e. those who have been with the company longest) will probably exert a greater influence on the decision maker.

• Disadvantages:

Members may not feel the need to contribute their insights and may become distanced from the power within the group or organization.

It may lead members to give the decision maker what they feel she or he wants to receive, a condition that can easily lead to groupthink.


DECISION MAKING METHODSin small groups.

• Majority Rule• With this method the group agrees to abide by the

majority decision and may vote on various issues as the group progresses to solve its problem.

• Useful method for a relatively unimportant issues.


• Consensus.

• The group reaches a decision only when all group members agree. Usually takes longest and can lead to a great deal of wasted time if members wish to prolong the discussion process needlessly or selfishly.

• This method may also put great pressure on the person who honestly disagrees but who doesn’t want to prevent the group from making a decision.

DECISION MAKING METHODSin small groups

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Lecture 12 Menaging Conflict