Managing Conflict and Aggression, workshop for councillors
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The document outlines a workshop for councillors on dealing with conflict and aggression. It includes discussing experiences with conflict, definitions of conflict, who should handle it, recognizing influencing styles, signs of aggression, and principles of safety. Participants will take part in group work analyzing conflict scenarios and discuss mediation models. The workshop emphasizes listening skills and concludes with reflections on positive outcomes.
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BA 15 Chapter 3
The document discusses communication styles and how understanding your own and others' styles can improve relationships. It identifies four main styles (emotive, director, reflective, supportive) based on dominance and sociability. Understanding your preferred style and flexing your style to match others' can make interactions more effective. The document provides tips on identifying styles and strategies for adapting your own style to communicate better with different types of people.
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The document discusses communication styles, describing them as the interaction between individuals through their behaviors. It identifies two dimensions that define an individual's communication style: dominance, referring to their tendency to take charge or be assertive, and sociability, referring to their tendency to seek social relationships and enjoy interactions. The document presents models that place people on continua for dominance and sociability, describing the tendencies of those who are low or high on each dimension. It then provides descriptions of four common communication styles - supportive, director, emotive, and reflective - based on an individual's placement on the dominance and sociability continua.
Original Snippet
This document describes two main communication styles: passive and aggressive.
Passive communicators avoid conflict, do not share their opinions or needs freely, and often give in to unreasonable demands. They tend to feel powerless and withdrawn as a result.
Aggressive communicators seek to fulfill their own wants and needs without regard for others. They want to dominate others rather than submit. While aggressive behavior can help one feel powerful and get what they want, it challenges loyalty and relationships as people do not like being treated in that way.
The document suggests determining your own communication style can help identify obstacles you may face and what strategies may be most effective.
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1. Communication styles refer to patterns of behavior that others can observe in how people communicate. Understanding one's own style and the styles of others can improve self-awareness, relationships, and team effectiveness.
2. There are four main communication styles based on two dimensions: dominance (assertiveness) and sociability (expressiveness). The four styles are emotive, director, reflective, and supportive.
3. Being able to flex one's natural communication style to match others' styles, known as style flexing, can help build rapport and constructive relationships. Style flexing should be done sincerely rather than rigidly conforming to a label.
Communication styles ppt 2
The document describes 4 basic communication styles - passive, aggressive, passive-aggressive, and assertive. Passive communicators avoid expressing feelings and needs, leading to low self-esteem. Aggressive communicators violate others' rights to advocate for themselves. Passive-aggressive communicators feel powerless and sabotage others indirectly. Assertive communicators clearly state feelings and needs without violating others, building high self-esteem and healthy relationships.
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The document discusses communication styles and how understanding your own and others' styles can improve relationships. It identifies four main styles (emotive, director, reflective, supportive) based on dominance and sociability. Understanding your preferred style and flexing your style to match others' can make interactions more effective. The document provides tips on identifying styles and strategies for adapting your own style to communicate better with different types of people.
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There are four basic communication styles - expressive, systematic, direct, and sympathetic. Understanding your own style and how to manage others' styles can reduce conflicts and improve teamwork. The document outlines the key characteristics of each style and how they are often perceived. It stresses that paying attention to how others communicate, verbally or through body language, can help avoid misunderstandings. Adapting your communication style to complement others enables productivity and harmony in the workplace.
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The document discusses communication styles, describing them as the interaction between individuals through their behaviors. It identifies two dimensions that define an individual's communication style: dominance, referring to their tendency to take charge or be assertive, and sociability, referring to their tendency to seek social relationships and enjoy interactions. The document presents models that place people on continua for dominance and sociability, describing the tendencies of those who are low or high on each dimension. It then provides descriptions of four common communication styles - supportive, director, emotive, and reflective - based on an individual's placement on the dominance and sociability continua.
Original Snippet
This document describes two main communication styles: passive and aggressive.
Passive communicators avoid conflict, do not share their opinions or needs freely, and often give in to unreasonable demands. They tend to feel powerless and withdrawn as a result.
Aggressive communicators seek to fulfill their own wants and needs without regard for others. They want to dominate others rather than submit. While aggressive behavior can help one feel powerful and get what they want, it challenges loyalty and relationships as people do not like being treated in that way.
The document suggests determining your own communication style can help identify obstacles you may face and what strategies may be most effective.
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1. Communication styles refer to patterns of behavior that others can observe in how people communicate. Understanding one's own style and the styles of others can improve self-awareness, relationships, and team effectiveness.
2. There are four main communication styles based on two dimensions: dominance (assertiveness) and sociability (expressiveness). The four styles are emotive, director, reflective, and supportive.
3. Being able to flex one's natural communication style to match others' styles, known as style flexing, can help build rapport and constructive relationships. Style flexing should be done sincerely rather than rigidly conforming to a label.
Communication styles ppt 2
The document describes 4 basic communication styles - passive, aggressive, passive-aggressive, and assertive. Passive communicators avoid expressing feelings and needs, leading to low self-esteem. Aggressive communicators violate others' rights to advocate for themselves. Passive-aggressive communicators feel powerless and sabotage others indirectly. Assertive communicators clearly state feelings and needs without violating others, building high self-esteem and healthy relationships.
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Overview
The purpose of this paper (6-8 pages- for undergraduate students) is for you to analyze a specific conflict you have had or continue to have with a specific person. Your relationship to this person may be ongoing or in the past. You must incorporate course concepts and terminology from the text in your analysis and self-reflection.
Process
Before writing: Section I of this assignment sheet includes questions for you to think about before writing your essay.
Writing the paper: Sections II –VIII of this assignment sheet include questions for you to consider as you write about the nature of your conflict, the role of power, individual styles, assessment, personal intervention, prevention, and possible solutions to your conflict. You may not need to answer every question in each section. Write your analysis in paragraph form, not as short answers to each question. The questions are to help you frame your analysis.
I. Warm-Up Questions
Please give a brief description on your relationship with the other party.
Where and how did you two meet? How long have you known each other?
What is the current nature of your relationship?
Do or did you live together? How long?
Did anyone else live with you?
How would you describe your overall relationship?
How would you describe your relationship now, compared to when you first met?
II. Nature of the Conflict
When did the conflict start? What caused it? Was it a series of events or one event?
When did the conflict originate? Why did it occur?
Use a metaphor to describe your conflict.
Has the nature of this conflict changed over time? If so, how?
How do you feel about the conflict?
How do you think the other person feels about the conflict?
How does the other person feel about how you feel about conflict?
How do you think the other person feels about you?
What would you like to see come from this conflict?
How would you like to see it resolved? What are your goals?
What do you think the other person thinks your goals are?
Do you interfere (current or past) with what you think the other person's goals are? If so, how?
Does the other person interfere (current or past) with your goals? If so, how?
Has the other done so in the past?
Does the other realize you are interfering with his or her goals?
Have you noticed your goals changing since the beginning of the conflict?
Do you feel the other person’s goals changed since the beginning of the conflict?
What do you think the other person thinks your goals are?
Are there others who have become involved in your conflict? Do others feel they need to take sides in this dispute? How did they influence your decisions and behaviors?
Has this conflict become destructive? Does it waver between constructive and destructive or does follow one type exclusively? Has it always been this way?
III. Power
How much power do you feel you have?
How much power does the other person have?
Do ...
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- 1. Bridget Harris Workshop for Councillors Dealing with Conflict and Aggression March 1 st 2011
- 2. - your experiences - presentation and discussion - group work - wrap up Dealing with Conflict and Aggression outline of workshop
- 3. your experiences who was involved? how did you feel about the situation? How did they feel? What did you do? What do you feel you could have done differently? what was the outcome?
- 5. Who should deal with conflict?
- 6. Recognising influencing styles and methods
- 7. Recognising conflict and aggression in others ?
- 8. Be safe Don't go it alone Be prepared General principles
- 9. Some of the different models for approaching conflict Mediation & Community b Involvement Pro-social modelling cbbcbc Brief Encounters cbbcbc
- 10. Recognising and managing conflict
- 11. The importance of listening
- 12. depends how you ask...
- 13. What are the signs of good/bad listening? ?
- 14. group work
- 15. carehome scenarios village roads Why are the individuals involved in a dispute / generating conflict? Why are they talking to you? What are they trying to get out of their interaction with you and others? What are you trying to get out of it? What actions / behaviours will lead to the most positive outcome?
- 16. conclusions ?
- 17. Bridget Harris [email_address] March 1st 2011