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Ic chapter 9 conflict managagement
 

Ic chapter 9 conflict managagement

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    Ic chapter 9 conflict managagement Ic chapter 9 conflict managagement Presentation Transcript

    • INTERPERSONAL COMMUNICATION CHAPTER NINE CONFLICT MANAGEMENT SKILLS
    • WHERE ARE WE NOW IN THE COURSE? INTERPERSONAL COMMUNICATION CH 2 INTRODUCTION CH 3 PERCEPTION CH 4 VERBAL CH 5 NONVERBAL CH 6 LISTENING CH 7 CONVERSATION CH 8 ENCOURAGEMENT NOW: CONFLICT MANAGEMENT SKILLS
    • EMERGING THEMES IN IC: 1. THE UNIVERSAL NEED FOR IC 2. THE COMMUNICATION MODELHOW COMMUNICATION WORKS 3. THE ROLE OF THE MIND IN IC 4. THE EXISTENCE OF COMMUNICATION BARRIERS 5. THE ROLE OF INTIMACY
    • CONFLICT MANAGEMENT SKILLS
    • "MANKIND MUST EVOLVE FOR ALL HUMAN CONFLICT A METHOD WHICH REJECTS REVENGE, AGGRESSION, AND RETALIATION. THE FOUNDATION OF SUCH A METHOD IS LOVE." -MARTIN LUTHER KING, JR.
    • WHAT IS THE RELATIONSHIP BETWEEEN INTERPERSONAL COMMUNICATION AND CONFLICT? • CONFLICT EXISTS IN ALL HUMAN RELATIONSHIPS • THE ROLE OF CONFLICT IN INTERPERSONAL COMMUNICATION IS OFTEN MISUNDERSTOOD • THE STRUGGLE FOR POWER IS OFTEN AT THE HEART OF HUMAN RELATIONSHIPS • INTERPERSONAL COMMUNICATION INFLUENCES THIS STRUGGLE FOR POWER WHY IS THIS CHAPTER IN THE TEXT?
    • PREVIEW: CONFLICT DEFINED TYPES OF CONFLICT 4 RESPONSES TO CONFLICT 8 CONFLICT MYTHS 5 BENEFITS OF CONFLICT CONFLICT AND POWER FLOWING WITH A COMPLAINT CONFLICT MANAGEMENT SKILLS HOW TO RESOLVE CONFLICT FORGIVING ONLINE CONFLICT ISSUES
    • WHAT IS INTERPERSONAL CONFLICT?
    • A BAD DAY (?) AT WORK:
    • CONFLICT DEFINED
    • TWO WAYS TO APPROACH DEFINING CONFLICT FORMAL TEXTUAL DEFINITION CONFLICT AS A PROCESS
    • TEXTUAL DEFINTION OF CONFLICT
    • ANY DISAGREEMENT BETWEEN TWO PEOPLE. A DIFFERENCE OF OPINIONS, BELIEFS, EMOTIONS, OR BEHAVIORS.-FUJISHIN CONFLICT-FUJISHIN
    • CONFLICT-BEEBE & BEEBE’S DEFINITION
    • EXPRESSED STRUGGLE
    • BETWEEN AT LEAST TWO INTERDEPENDENT PEOPLE
    • INTERDEPENDENTDEFINITION: MUTUALLY DEPENDENT; DEPENDING ON EACH OTHER infoplease.com dictionary
    • WHO PERCEIVE INCOMPATIBLE GOALS, SCARCE RESOURCES, OR INTERFERENCE FROM OTHERS
    • AND WHO ARE ATTEMPTING TO ACHIEVE SPECIFIC GOALS
    • CONFLICT: EXPRESSED STRUGGLE BETWEEN AT LEAST TWO INTERDEPENDENT PEOPLE WHO PERCEIVE INCOMPATIBLE GOALS, SCARCE RESOURCES, OR INTERFERENCE FROM OTHERS, AND WHO ARE ATTEMPTING TO ACHIEVE SPECIFIC GOALS
    • DEFINING CONFLICT AS A PROCESS
    • CONFLICT AS PROCESS ALL CONFLICT HAS: A SOURCE A BEGINNING A MIDDLE AN END AN AFTERMATH
    • CONFLICT SOURCE: PRIOR CONDITIONS
    • CONFLICT BEGINNING: FRUSTRATION AWARENESS
    • CONFLICT MIDDLE: ACTIVE CONFLICT
    • CONFLICT END: RESOLUTION
    • CONFLICT AFTERMATH: FOLLOWUP
    • TYPES OF CONFLICT
    • PSEUDOCONFLICT CONFLICT TRIGGERED BY A LACK OF UNDERSTANDING AND MISCOMMUNICATION
    • SIMPLE CONFLICT CONFLICT THAT STEMS FROM DIFFERENT IDEAS, DEFINITIONS, PERCEPTIONS, OR GOALS
    • EGO CONFLICT CONFLICT IN WHICH THE ORIGINAL ISSUE IS IGNORED AS PARTNERS ATTACK EACH OTHER'S SELF ESTEEM
    • CONFLICT TRIGGERS ENTITLEMENT FAIRNESS
    • FIVE RESPONSES TO CONFLICT
    • FIVE RESPONSES TO CONFLICT AVOIDANCE ACCOMODATION AGRESSION COMPROMISE COLLABORATION
    • AVOIDANCE ACT OF IGNORING FLEEING, OR NOT RESPONDING TO A CONFLICT SITUATION
    • ACCOMODATION ACT OF GIVING OTHERS WHAT THEY WANT AT YOUR EXPENSE
    • IN THE LONG RUN, FREQUENT ACCOMODATION IN SIGNIFICANT AREAS OF INTERPERSONAL CONFLICT CAN BE EXTREMELY HARMFUL TO THE ONE WHO CHOOSES TO ACCOMMODATE. IT CAN LEAD TO ANGER, BITTERNESS, RETALIATION, AND DEPRESSION.-FUJISHIN ACCOMODATION
    • AGRESSION INDIRECTLY: HIDDEN OR MANIPULATED EXPRESSIONS OF HOSTILITY DIRECTLY: THREATEN THE PSYCHOLOGICAL, EMOTI ONAL, OR PHYSICAL WELL BEING OF A PERSON
    • COMPROMISE CONFLICT MANAGEMENT STYLE THAT ATTEMPTS TO FIND THE MIDDLE GROUND IN A CONFLICT
    • COLLABORATION WORKING TOGETHER ON A PROBLEM TO DISCOVER A SOLUTION THAT IS ACCEPTABLE TO BOTH INDIVIDUALS
    •  COLLABORATORS USUALLY HAVE HIGH REGARD FOR THEMSELVES AND OTHERS  COLLABORATORS POSSESS A DESIRE TO COMMUNICATE AND WORK WITH OTHERS IN HEALTHY CONSTRUCTIVE WAYS  MOST DESIRABLE AND EFFECTIVE METHOD FOR MANAGING AND RESOLVING CONFLICT COLLABORATION
    • A. ANALYSIS: INVITE THE OTHER PERSON TO MEET AND DISCUSS THE CONFLICT OR PROBLEM YOU FACE (MEET IN QUIET PLACE, LISTEN TO EACH OTHER, REPHRASE PARTNER’S CONCERNS, THEN EXPRESS YOUR OWN) B. BRAINSTORMING: GENERATE LARGE NUMBER OF SOLUTIONS TO THE PROBLEM WITHOUT EVALUATION (LIMIT THE TIME, NO EVALUATION YET, COMBINE IDEAS) C. CONSENSUS: REACHING AGREEMENT ON A SOLUTION THAT IS ACCEPTABLE TO BOTH PARTIES (“CAN YOU LIVE WITH THIS SOLUTION FOR A PERIOD OF TIME?”) ABC’S OF COLLABORATION
    •  REMEMBER, NOT ALL CONFLICT CAN BE RESOLVED  REMEMBER TRAITS OF EFFECTIVE COMMUNICATOR: FLEXIBILITY, OPENESS, KINDNESS  MORE QUESTIONS AND INFORMATION IN TEXT COLLABORATION
    • CONFLICT MYTHS
    • MYTHS ABOUT CONFLICT: IDEAS WE HOLD ABOUT CONFLICT IN RELATIONSHIPS THAT MAY BE INCORRECT
    • MYTH #1 CONFLICT MUST ALWAYS BE AVOIDED AT ALL COSTS
    • "CONFLICT IS INEVITABLE, BUT COMBAT IS OPTIONAL." -MAX LUCADO
    • MYTH #2 CONFLICT IS ALWAYS SOMEONE ELSE’S FAULT
    • MYTH #3 I MUST LIKE AND BE LIKED BY EVERYONE ELSE
    • MYTH #4 EVERYTHING SHOULD GO MY WAY
    • MYTH #5 THERE IS ONLY ONE SOLUTION TO ANY PROBLEM
    • MYTH #6 ALL CONFLICT CAN ALWAYS BE RESOLVED
    • MYTH #7 CONFLICT IS ALWAYS A SIGN OF A POOR INTERPERSONAL RELATIONSHIP
    • MYTH #8 CONFLICT ALWAYS OCCURS BECAUSE OF MISUNDERSTANDINGS
    • BENEFITS OF CONFLICT
    • 1. EXPANDED AWARENESS-OPPORTUNITY TO PROCESS, INTERACT, AND BEHAVE IN A DIFFERENT, MORE FOCUSED MANNER 2. IMPROVED INTERACTION-ENCOURAGES INCREASED AND IMPROVED INTERACTION 3. INCREASED SATISFACTION-FROM FRESH IDEAS AND SOLUTIONS 4. INCREASED BONDING-HEALTHY CONFLICT RESOLUTION LEADS TO CLOSER CONNECTION 5. DEVELOPED MATURITY-EGO, EMPATHY, PATIENCE, COMPROMISE, FORGIVENESS BENEFITS OF CONFLICT
    • REVIEW: • • • • • CONFLICT DEFINED TYPES OF CONFLICT CONFLICT RESPONSES CONFLICT MYTHS BENEFITS OF CONFLICT
    • CONFLICT AND POWER
    • OFTEN, CONFLICT IS ROOTED IN STRUGGLES FOR CONTROL OR POWER-WE ARE REALLY FIGHTING OVER POWER
    • HOW ARE WE USING POWER TO INFLUENCE OTHERS TO ACHIEVE GOALS? HOW ARE OTHERS SEEKING TO INFLUENCE US?
    • INTERPERSONAL POWER: DEGREE TO WHICH A PERSON IS ABLE TO INFLUENCE HIS OR HER PARTNER
    • 1. PRINCIPLES OF INTERPERSONAL POWER
    • POWER PRINCIPLE #1 POWER EXISTS IN ALL RELATIONSHIPS
    • POWER PRINCIPLE #2 POWER DERIVES FROM THE ABILITY TO MEET A PERSON'S NEEDS
    • DEPENDENT RELATIONSHIP: RELATIONSHIP IN WHICH ONE PARTNER HAS A GREATER NEED FOR THE OTHER TO MEET HIS OR HER NEEDS
    • POWER PRINCIPLE #3 BOTH PEOPLE IN A RELATIONSHIP HAVE SOME POWER
    • POWER PRINCIPLE #4 POWER IS CIRCUMSTANTIAL
    • POWER PRINCIPLE #5 POWER IS NEGOTIATED
    • 2. SOURCES OF INTERPERSONAL POWER
    • LEGITIMATE POWER POWER THAT IS BASED ON RESPECT FOR A PERSON'S POSITION
    • REFERENT POWER POWER THAT COMES FROM OUR ATTRACTION TO ANOTHER PERSON, OR THE CHARISMA A PERSON POSSESSES
    • EXPERT POWER POWER BASED ON A PERSON'S KNOWLEDGE AND EXPERIENCE
    • WE GRANT POWER TO THOSE WHO HAVE MORE EXPERIENCE IN RELATIONSHIPS
    • REWARD POWER POWER BASED ON A PERSON'S ABILITY TO SATISFY OUR NEEDS
    • MASLOW'S HIERARCHY OF NEEDS
    • COERCIVE POWER POWER BASED ON THE USE OF SANCTIONS OR PUNISHMENTS TO INFLUENCE OTHERS
    • 3. POWER TO PERSUADE
    • COMPLIANCE GAINING TAKING PERSUASIVE ACTIONS TO GET OTHERS TO COMPLY WITH OUR GOALS
    • 4. POWER NEGOTIATION
    • POWER NEGOTIATION ASSESS NEEDS IDENTIFY POWERBASED CONFLICTS DISCUSS POWER ISSUES DIRECTLY
    • POWER NEGOTIATION WHAT ARE MY NEEDS AND WHAT ARE THEIR NEEDS? WHERE ARE THERE IMBALANCES OF POWER? TALK DIRECTLY ABOUT THE ISSUE OF POWER
    • FLOWING WITH A COMPLAINT: A CONFLICT RESOLUTION SKILL
    • A RESPONSE THAT CLARIFIES AND ACCEPTS THE TRUTH OF ANY CRITICISMFUJISHIN FLOWING WITH A COMPLAINT
    • 1. REMAIN SILENT 2. RESTATE THE SPEAKER’S COMPLAINT 3. VALIDATE THE SPEAKER’S FEELINGS 4. AGREE WITH ANY TRUTH TO THE CRITICISM FOUR STEPS TO FLOWING WITH A COMPLAINT
    • CONFLICT MANAGEMENT SKILLS
    • CONFLICT MANAGEMENT SKILLS MANAGE YOUR EMOTIONS MANAGE INFORMATION MANAGE GOALS MANAGE THE PROBLEM
    • MANAGE YOUR EMOTIONS • • • • • • • • • • ANGER AWARENESS UNDERSTAND SOURCE CONSCIOUS DECISIONS MUTUAL ARRANGEMENT PLAN MESSAGE BREATHE WATCH NONVERBAL NO PERSONAL ATTACKS ESTABLISH RAPPORT SELF TALK
    • MANAGE INFORMATION CLEARLY DESCRIBE "OWN" STATEMENTS USE EFFECTIVE LISTENING ASK QUESTIONS BE EMPATHETIC
    • MANAGE GOALS IDENTIFY GOALS SEE WHERE THEY OVERLAP
    • MANAGE THE PROBLEM DEFINE THE PROBLEM ANALYZE THE PROBLEM DETERMINE THE GOALS GENERATE MULTIPLE SOLUTIONS SELECT BEST SOLUTION
    • HOW TO RESOLVE CONFLICT
    • HOW TO RESOLVE CONFLICT: PSEUDOCONFLICT-CHECK PERCEPTIONS SIMPLE CONFLICT-STAY FOCUSED ON FACTS AND ISSUES EGO CONFLICT-RETURN TO ISSUES NOT ATTACKS
    • FORGIVING
    • THE ACT OF GRANTING FREE PARDON FOR AN OFFENSE-FUJISHIN FORGIVENESS
    • 1. WHETHER THERE HAVE BEEN INSTANCES OF REPEATED OR CHRONIC PHYSICAL OR EMOTIONAL ABUSE 2. THE VIOLATION 3. THE PERSON’S SINCERETY 4. THE PROBABILITY OF REOCCURANCE FACTORS TO CONSIDER WHEN FOGIVING ANOTHER
    • FORGIVENESS IS NOT A FEELING BUT A DECISION
    • SOME WILL NOT BE APOLOGETIC-SEE TEXT SUGGESTIONS SOME WILL NOT FORGIVE YOU- CHOOSE TO CHANGE YOUR POSITION REGARDING THE OFFENSE (YOU DID YOUR PART)
    • 1. ADMIT YOU WERE WRONG 2. APOLOGIZE FOR THE OFFENSE 3. ASK THEIR FORGIVENESS ASKING OTHERS FOR FORGIVESS
    • ONLINE CONFLICT ISSUES FLAMING-SENDING AN OVERLY NEGATIVE ONLINE MESSAGE THAT PERSONALLY ATTACKS ANOTHER PERSON DISINHIBITION EFFECTTHE LOSS OF INHIBITIONS WHEN INTERACTING WITH SOMEONE ONLINE THAT LEADS TO THE TENDENCY TO ESCALATE CONFLICT
    • REVIEW: CONFLICT DEFINED TYPES OF CONFLICT 4 RESPONSES TO CONFLICT 8 CONFLICT MYTHS 5 BENEFITS OF CONFLICT CONFLICT AND POWER FLOWING WITH A COMPLAINT CONFLICT MANAGEMENT SKILLS HOW TO RESOLVE CONFLICT FORGIVING ONLINE CONFLICT ISSUES