3. Communication Skills Personal Commitment Programs or Services Interaction Processes Context

4. Personal Commitment Context Interaction Processes

5. Conflict  A struggle that occurs when individuals perceive that others are interfering with their goal attainment

6.  Conflict between individuals with different goals  Conflict between individuals with the same goals  Conflicts about power  Conflict within individuals (intrapersonal)

7. Could there be anything good about conflict?

8. Conflict results are not always negative!  Decisions made after addressing conflict are often high quality.  There is a strong sense of ownership in decisions made following conflict.  Conflict causes professionals to sharpen their thinking.  Conflict develops more open and trusting relationships.  The practice of effectively communicating during conflict can make it easier to address future conflict.

9.  Competitive  Accommodative  Avoidance  Compromising  Collaborative

10. 4 4 4 4 4 4 4 Remember: EACH style has advantages and drawbacks. Use each as appropriate!

11. A quiz.

12.  Pursues his or her own concerns at the other person’s expense  Power oriented mode – argue just to win Not always negative – might mean standing up for your rights or defending a position you believe to be correct

13.  Opposite of competitive  Individual neglects his or her own concerns to satisfy the concerns of the other person  Element of self-sacrifice in this mode  Can lead to unexpressed anger

14.  Individual does not immediately pursue his or her personal concerns or those of the other person.  Does not address the conflict  Diplomatic sidestepping, postponing or simply withdrawing from the situation

15.  Objective is to find some expedient, mutually acceptable solution that partially satisfies both parties  Might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position  Nobody is completely happy

16.  Tries to find some solution that fully satisfies the concerns of both persons  Its hard work! It means digging into an issue to identify the underlying concerns and  It means finding an alternative that is better than either of the original ideas

17.  Produces the following results:  Both sides win  Satisfaction  Mutual respect  Both parties feel enriched rather than belittled  Continuing effort of both parties

18. Definition:  Not doing what we don’t want to do! Causes  Concerns about change  Personal impact  Involvement of others  Homeostasis

19.  Refusing to participate  Supporting without substance  Displacing responsibility  Deferring to a future time  Relying on past practice

20.  Negotiation:  Focus on issues, not people  Focus on issues that can potentially be agreed on  Reduce the emotional component: respond positively, choose not to respond, acknowledge other’s feelings  “let go” if all else fails

21.  Mediation: a specialized form of negotiation  Prepare for the mediation situation  Get oriented to the ground rules  Listen to each party’s perspective  Look for shared needs and interests as a way to resolve  Use negotiation and problem solving strategies; remember the cost of failing to resolve  Clearly articulate agreements that are reached  Follow up later to review progress

22.  Persuasion: a response to resistance  Behavioral approach: provide positive reinforcement to convince people to change  Consistency approach: create “cognitive dissonance”  Perceptual approach: let people connect change to it’s similarity to what they are already doing  Functional approach: talk to the “adult” in “adult learner”