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Published byWilliam Kane Modified over 11 years ago
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Productive Conflict Management
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Defining Conflict within a Communication Context 1.Conflict within Systems Expressed Struggle Incompatible Goals Scarce Rewards 2.Conflict within Small Groups Group Homogeneity & Conformity Group Orientation & Constructive Conflict
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The Substance of Conflict Scarce Resources Diverse Backgrounds Orientations to Task Accomplishment
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Patterns Of Conflict Resolution Basic Elements of Constructive Conflict Mutual Interpersonal Concern Interdependence Equifinality
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Styles of Conflict Resolution Collaboration Negotiation Accommodation Compromise Competition Avoidance
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Collaboration Problem Solver Integratorfocused on Us Looking for Consensus "Win/Win" Solutions Participation of All Members Resolutions Combine or Most Perspectives
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Negotiation Forges Resolution of Opposing Views Provides Important Benefits to Each Side Follows Impasse; Non-resolvable Disagreement Sometimes Involves Formal Bargaining Not Binding Arbitration Impartial Mediator Helps Process Mutual Concessions for Satisfactory Resolution
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Accommodation Friendly Helper Suppressor of Self for Harmony One-Sided Concession; Giving In "Lose/Win" Use for Non-significant, Superficial Conflicts Results may be Positive or Negative Positive if Constructive Compromise Negative if Coalition Building; Trading Issues
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Compromise Conciliator; Negotiator Split the Difference; Give up Half "Lose/Lose" Use for Small Issues; Save Time & Energy Members Must Be Willing to Concede Destructive if Compromise Forced May Reduce Later Cooperation & Agreement
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Competition Tough Battler Power OrientationWe/They "Win/Lose" Self Interest rather than Mutual Interest ConstructiveLimited to Issues DestructivePersonal Attacks Need Mutual Respect and Trust
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Avoidance Impersonal Complier AvoidWithdraw "Lose/Win" Constructive: lack of Information, Expertise Destructive: if Habitual; or Represents Unexpressed Dissatisfaction
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Styles of Conflict Management Competition Collaboration (Consensus) Negotiation Compromise Avoidance Accommodation Small Group and Team Communication, 2 nd edition, Harris & Sherblom, Copyright © Allyn & Bacon 2002
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Constructive Conflict Resolution Make Commitment to Positive Relationships. State Positions Directly and Honestly. Listen Attentively to Diverse Opinions. Accept Responsibility for Thoughts & Feelings. Address Issues, Not Personalities.
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Understand Persons & Perspectives. Use Supportive, Not Defensive, Communication. Look for Agreement under Disagreement. Focus on Issues, Not Positions. Generate Alternatives Before Final Resolution. Insist on Objective Standards for Solutions.
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Power In Group Conflict Types of Power Expert Power Interpersonal Linkage Power Reward and Punishment Power Positional (Legitimate) Power Referent Power Charismatic (or Personal) Power Avoidance Power Power In Context
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The End
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