1. Looking Out/Looking In Fourteenth Edition 11 Managing Interpersonal Conflicts CHAPTER TOPICS The Nature of Conflict Conflict Styles Conflict in Relational Systems Variables in Conflict Styles Constructive Conflict Skills

2. 2 MANAGING INTERPERSONAL CONFLICTS Whip Around What is your favorite Interpersonal Communication concept you have learned thus far? Think about these questions. Be prepared to share aloud with the class.

3. 3 MANAGING INTERPERSONAL CONFLICTS The Nature of Conflict Conflict Defined An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources and interference from the other party in achieving their goals

4. 4 MANAGING INTERPERSONAL CONFLICTS The Nature of Conflict Conflict Defined Expressed struggle A conflict can exist only when both parties are aware of a disagreement Perceived incompatible goals All conflicts look as if one party’s gain would be another’s loss Perceived scarce resources Conflicts exist when people believe there isn’t enough of something to go around

5. 5 MANAGING INTERPERSONAL CONFLICTS The Nature of Conflict Conflict Defined Interdependence However antagonistic they might feel, the parties in conflict are usually dependent on each other Interference from the other party A conflict will not occur until the participants act in ways that prevent one another from reaching their goals.

6. 6 MANAGING INTERPERSONAL CONFLICTS The Nature of Conflict Conflict Is Natural Every relationship of any depth has conflict Regardless of how close, how understanding, there will be times when conflict occurs Conflict Can Be Beneficial Because it is impossible to avoid conflicts, the challenge is to handle them well when they do arise

7. 7 MANAGING INTERPERSONAL CONFLICTS Attitudes and Conflict In order to communicate effectively during conflict we first have to change our attitudes about conflict Management vs. Resolution Manage – deal with it Resolution – get rid of it Win-Lose Orientation Relationships are not meant to be competitive If we have conflict it’s terminal – fear of fighting The work is worth it If you want to maintain the relationship working through managing and resolving conflicts is worth it

8. 8 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Four Conflict Styles Avoiding No Way Accommodating Your way Competing My way Collaborating Our way Figure 11.1

9. 9 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Avoiding (Lose – Lose) When people nonassertively ignore or stay away from conflict Avoidance reflects a pessimistic attitude about conflict under the belief that there is no good way to solve the problem at hand Typically leads to unsatisfying relationships Not always a bad idea

10. 10 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Accommodating (Lose – Win) Occurs when you allow others to have their way rather than asserting your point of view If accommodation is a genuine act of kindness, generosity, or love, then chances are good that it will enhance the relationship People from high-context, collectivist backgrounds are likely to regard avoidance and accommodating as face- saving

11. 11 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Competing (Win-Lose) Occurs when there is a high level of self concern and a low level of concern for others Direct Aggression When a communicator expresses a criticism or demand that threatens the face of another Passive Aggression Occurs when a communicator expresses hostility in an obscure or manipulative way

12. 12 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Compromising (Partial Lose – Lose) Gives both parties some of what they want although both sacrifice part of their goals Compromising actually negotiates a solution where both lose something Some compromises do leave both parties satisfied

13. 13 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Collaborating (Win – Win) Shows a high degree of concern for themselves as well as others The goal of collaboration is to find a solution that satisfies the needs of everyone involved Collaboration gives you a way of creatively finding just the right answer for your unique problem

14. 14 MANAGING INTERPERSONAL CONFLICTS Ineffective Conflict Styles Avoiders People who hate arguing and will avoid discussing conflict issues at all costs Erupters People who lose their temper and become very emotional when angry

15. 15 MANAGING INTERPERSONAL CONFLICTS Conflict Styles Which Style to Use Some issues to consider when deciding which style to use: The relationship The situation The other person Your goals

16. 16 MANAGING INTERPERSONAL CONFLICTS Nonverbal Group Project Get into your groups. Let’s go over any questions or concerns. Use this time wisely! Presentations are on Wednesday, May 6 th ! 16

17. 17 MANAGING INTERPERSONAL CONFLICTS Whip Around What nonverbal behaviors do you display when you encounter conflict? Think about this question and be prepared to share aloud. 17

18. 18 MANAGING INTERPERSONAL CONFLICTS Conflict in Relational Systems Complementary Style Partners use different but mutually reinforcing behaviors Symmetrical Style Both partners use the same behaviors Parallel Style Both partners shift between complementary and symmetrical patterns

19. 19 MANAGING INTERPERSONAL CONFLICTS Conflict in Relational Systems Complementary “fight-fight” style common in unhappy marriages Some distressed marriages suffer from destructively symmetrical communication Escalatory spiral Both complementary and symmetrical behaviors can produce “good” results as well as “bad” results

20. 20 MANAGING INTERPERSONAL CONFLICTS Conflict in Relational Systems Destructive Conflict Patters: The Four Horsemen Criticism Defensiveness Contempt Stonewalling

21. 21 MANAGING INTERPERSONAL CONFLICTS Conflict in Relational Systems Conflict Rituals Usually unacknowledged but very real patterns of interlocking behavior Nothing inherently wrong with interaction in many rituals Rituals can cause problems though when they become the only way relational partners handle their conflicts

22. 22 MANAGING INTERPERSONAL CONFLICTS Variables in Conflict Styles Gender Men and women approach conflicts differently Adolescent boys tend to use direct aggression Adolescent girls tend to use indirect aggression Gender conflict style is often stereotyped and not always the same

23. 23 MANAGING INTERPERSONAL CONFLICTS Variables in Conflict Styles Culture Individualistic cultures Collectivistic cultures When indirect communication is a cultural norm, it is unreasonable to expect straightforward approaches to succeed A person’s self-concept is more powerful than his or her culture in determining conflict style

24. 24 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict Skills Why is win-win collaborative conflict style so rarely used? Lack of awareness Conflicts are often emotional affairs Require other person’s cooperation

25. 25 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict Skills Collaborative Problem Solving Identify your problem and unmet needs Make a date Describe your problem and needs Consider your partner’s point of view Negotiate a solution Follow up the solution

26. 26 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict: Questions and Answers Isn’t the Win-Win approach too good to be true? Not only is it a good idea, it actually works Win – Win produces better results than a Win – Lose approach

27. 27 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict: Questions and Answers Isn’t the Win-Win approach too elaborate? The approach is detailed and highly structured Try to follow all of the steps carefully After you become familiar and skilled at using all steps you will be able to use whichever proves necessary

28. 28 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict: Questions and Answers Isn’t the Win-Win approach too rational? You might need to temporarily remove yourself from the situation to calm down Be sure your partner understands the process

29. 29 MANAGING INTERPERSONAL CONFLICTS Constructive Conflict: Questions and Answers Is It Possible to Change Others? The key lies in showing that it’s in your partner's self- interest to work together with you You can also boost the odds of getting your partner's cooperation by modeling the communication skills described in this book

30. 30 MANAGING INTERPERSONAL CONFLICTS Conflict Resolution Activity A fellow employee, Phil, has not been contributing equally to complete the normal weekly work at hand. Phil claims he is contributing, but that he is swamped with other work and the emotional aftermath of a bitter divorce. Some fellow workers are upset that he has been so lax and feel that they should take their complaints about Phil to the supervisor. You are good friends with Phil and know he’s not lazy but feel that he may be overdramatizing his problems a bit. Your brought up the topic with Phil over coffee last night, but he was defensive and maintained his “innocence”…he even accused you of not sympathizing with him. Using the four conflict management styles, write one response for each conflict management style. In total you will have 4 responses. You must work in groups of 3-4 people. Conflict Management Responses 1. Avoiding 2. Accommodating 3. Competing 4. Collaborating 30

31. 31 MANAGING INTERPERSONAL CONFLICTS Chapter Review The Nature of Conflict Conflict Styles Conflict in Relational Systems Variables in Conflict Styles Constructive Conflict Skills