Interpersonal Managing Conflict
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Interpersonal Managing Conflict






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Interpersonal Managing Conflict Interpersonal Managing Conflict Presentation Transcript

  • Interpersonal Managing Conflict
  • Conflict Conflict exists when individuals who depend on each other express different views, interests, or goals and perceive their views as incompatible or oppositional.
  • Conflict is
    • Natural
    • Inevitable
    • Potentially constructive
  • Types of Conflict
    • Pseudo – apparent, not real, a conflict waiting to happen
    • Fact – concerns message accuracy
    • Value - deep-seated beliefs about what is good or bad, worthwhile or worthless, desirable or undesirable, moral or immoral
    • Policy – what should be the plan, course of action, or behavior
    • Ego – “winning” or “losing” is central to maintaining self-image
  • Types of Conflict
    • Pseudo
    • Fact
    • Value
    • Policy
    • Ego
    Conflicts become complicated when they escalate to involve values and egos.
  • Styles of Conflict Management
    • Withdrawal – people physically or psychologically remove themselves from the conflict
    • Accommodating – people attempt to satisfy others’ needs while neglecting their own
    • Forcing – people attempt to satisfy their own needs without concern for the other or harm done to the relationship
  • Styles of Conflict Management (continued)
    • Compromising – people attempt to resolve conflict by providing some satisfaction for both parties
    • Collaborating – people try to fully address the needs and issues of each party and arrive at a solution that is mutually satisfying
  • Conflict Styles High concern for self High concern for other Accommodating Collaborating Compromising Withdrawing Forcing
  • Collaborative Conflict Management
    • Define the problem.
    • Analyze the problem.
    • Develop criteria for judging solutions.
    • Generate solution alternatives.
    • Select the solution that best meets the criteria identified.
  • Approaches to Conflict Both parties feel satisfied Win/Win Neither party gets satisfaction Lose/Lose The other party gets satisfaction Lose/Win One party gets satisfaction Win/Lose
  • Initiating Conflict Using Communication Skills
    • Recognize and state ownership of the problem.
    • Describe the basis of the potential conflict in terms of behavior, consequences, and feelings.
    • Avoid evaluating the other person’s motives.
    • Be sure the other person understands your problem.
    • Think of exactly what you will say before you confront the other person.
    • Phrase your request in a way that focuses on common ground.
  • Responding to Conflict Using Communication Skills
    • Put up mental shields against overly aggressive attacks, rather than becoming defensive or counterattacking.
    • Respond with genuine interest and concern.
    • Paraphrase your understanding of the problem.
    • Seek common ground.
    • Ask the initiator to suggest alternatives.
  • Constructive Communication Unproductive Communication
    • Validation of each other
    • Disconfirmation of each other
    • Sensitive listening
    • Poor listening
    • Dual Perspective
    • Preoccupation with self
    • Recognize other’s
    • concerns
    • Cross-complaining
    • Hostile mind reading
    • Seek Clarification
  • Constructive Communication Unproductive Communication
    • Focus on specific issues
    • Everything is thrown in
    • Compromises and contracts
    • Counterproposals
    • Useful metacommunication
    • Excessive
    • metacommunication
    • Summarizing the
    • concerns for both
    • partners
            • Self-summarizing
    • Infrequent interruptions
    • Frequent interruptions
  • Mediator An uninvolved third party who serves as a neutral and impartial guide, structuring an interaction that enables the conflicting parties to find a mutually acceptable solution to their problems.
  • Mediating Conflict Using Communication Skills
    • The people need to agree to work with you.
    • Help the people identify the real conflict.
    • Maintain your neutrality.
    • Keep the discussion focused on the issues.
    • Work to ensure equal air time.
    • Focus the discussion on solutions not blame.
    • Make sure both parties fully understand and support the agreed-upon solution.
    • Establish an action plan and follow-up.
  • Learn from Conflict Failures
    • Analyzing your behavior will put you in a better position to act more successfully in the next conflict.
    • Since conflict is inevitable, you can count on using this knowledge again.
  • How We Manage Conflict Affects:
    • Our friendships
    • Our romantic relationships
    • Our world of work