Presentation on theme: "Productive Conflict Management. Defining Conflict within a Communication Context 1.Conflict within Systems Expressed Struggle Incompatible Goals Scarce."— Presentation transcript:
Productive Conflict Management
Defining Conflict within a Communication Context 1.Conflict within Systems Expressed Struggle Incompatible Goals Scarce Rewards 2.Conflict within Small Groups Group Homogeneity & Conformity Group Orientation & Constructive Conflict
The Substance of Conflict Scarce Resources Diverse Backgrounds Orientations to Task Accomplishment
Patterns Of Conflict Resolution Basic Elements of Constructive Conflict Mutual Interpersonal Concern Interdependence Equifinality
Collaboration Problem Solver Integratorfocused on Us Looking for Consensus "Win/Win" Solutions Participation of All Members Resolutions Combine or Most Perspectives
Negotiation Forges Resolution of Opposing Views Provides Important Benefits to Each Side Follows Impasse; Non-resolvable Disagreement Sometimes Involves Formal Bargaining Not Binding Arbitration Impartial Mediator Helps Process Mutual Concessions for Satisfactory Resolution
Accommodation Friendly Helper Suppressor of Self for Harmony One-Sided Concession; Giving In "Lose/Win" Use for Non-significant, Superficial Conflicts Results may be Positive or Negative Positive if Constructive Compromise Negative if Coalition Building; Trading Issues
Compromise Conciliator; Negotiator Split the Difference; Give up Half "Lose/Lose" Use for Small Issues; Save Time & Energy Members Must Be Willing to Concede Destructive if Compromise Forced May Reduce Later Cooperation & Agreement
Competition Tough Battler Power OrientationWe/They "Win/Lose" Self Interest rather than Mutual Interest ConstructiveLimited to Issues DestructivePersonal Attacks Need Mutual Respect and Trust
Avoidance Impersonal Complier AvoidWithdraw "Lose/Win" Constructive: lack of Information, Expertise Destructive: if Habitual; or Represents Unexpressed Dissatisfaction
Constructive Conflict Resolution Make Commitment to Positive Relationships. State Positions Directly and Honestly. Listen Attentively to Diverse Opinions. Accept Responsibility for Thoughts & Feelings. Address Issues, Not Personalities.
Understand Persons & Perspectives. Use Supportive, Not Defensive, Communication. Look for Agreement under Disagreement. Focus on Issues, Not Positions. Generate Alternatives Before Final Resolution. Insist on Objective Standards for Solutions.
Power In Group Conflict Types of Power Expert Power Interpersonal Linkage Power Reward and Punishment Power Positional (Legitimate) Power Referent Power Charismatic (or Personal) Power Avoidance Power Power In Context