Human Communication: The Basic Course Twelfth Edition PowerPoint™ Presentations prepared by: Naomi Young University of California, San Diego Joseph A. DeVito Hunter College of the City University of New York

Chapter Thirteen: Interpersonal, Group, And Workplace Conflict This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images; any rental, lease, or lending of the program. Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Chapter Goals Learn About: The nature of conflict The principles of conflict The strategies that people use to manage conflict Approach conflict positively and realistically Learn To: Engage in interpersonal and group Using productive conflict management strategies Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved. Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved. 3

Interpersonal, Group, and Workplace Conflict Are interdependent Perceive goals as incompatible See each other as interfering with the attainment of own goals Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

A Definition of Interpersonal Conflict Interpersonal conflict occurs when people are: Interdependent Mutually aware that goals are incompatible Seeing each other as interfering with the attainment of goals Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Online Conflicts Unrequested commercial messages Junk mail Spamming Flaming Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Workplace and Formal Group Conflicts Procedural conflicts are disagreements over Who is in charge The agenda or task of the group How the group should conduct its business People conflicts occur when One member dominates the group Several members battle for control Some members refuse to participate Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Management Strategies Preserve the dignity and respect of all members Listen empathically Seek out and emphasize common ground Value diversity and differences Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved. Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Myths About Conflict Conflict is best avoided Two people + a relationship conflict = they have a bad relationship Conflict damages interpersonal and small group relationships Conflict is bad because it reveals our negative selves Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Principles of Conflict Conflict can center on content or relationship issues Conflict can be negative or positive Conflict takes place in context Conflict styles have consequences Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Can Center on Content and Relationship Issues Content conflict Centers on objects, events, and persons that are usually external to the parties involved Relationship conflict Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Can Be Negative Increased negative regard for opponent Lead to closing off from others Lead to resentment Rewards become difficult to exchange Relationship deterioration and dissolution Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Can Be Positive Encourages problem-solving Relationship may emerge stronger and healthier Can stop resentment from increasing Demonstrates worth or value of a relationship Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Takes Place in a Context Physical Context Socio-psychological Context Temporal Context Cultural Context Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Styles Have Consequences Competing Avoiding Accommodating Collaborating Compromising Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Preliminaries to Conflict Management – Before Conflict Try to fight in private Be sure everyone is ready to fight Know what you are fighting about Fight about problems that can be solved Consider what beliefs you hold that might need to be reexamined Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Preliminaries to Conflict Management – After Conflict Learn from the conflict Keep the conflict in perspective Resolve to avoid unfair tactics in the future Increase exchange of rewards and cherishing behaviors Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

The Stages of Conflict Management Define and analyze the problem Establish criteria for evaluating solutions Identify possible solutions Evaluate solutions Select the best solution Test the selected solution Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Management Strategies Win-lose solutions Win-win solutions Avoidance and active fighting Force and talk Blame and empathy Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Conflict Management Strategies cont… Manipulation and Spontaneity Personal rejection and Acceptance Fighting below and above the belt Face-Detracting and Face-enhancing strategies Aggressiveness and Argumentativeness Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.

Knowledge to Action Compare and contrast interpersonal and small group conflict. Copyright ©2012, 2009, 2006 Pearson Education, Inc. All rights reserved.