COMMUNICATING IN SMALL GROUPS Conflict management in groups

COMMUNICATING IN SMALL GROUPS Conflict management in groups Chapter Ten

DEFINING CONFLICT How do you define conflict? �Conflict is the expressed struggle of interconnected parties who perceive incompatible goals and interference from each other in attaining those goals.

DESTRUCTIVE AND CONSTRUCTIVE CONFLICT: IT’S ALL IN THE COMMUNICATION What is destructive conflict? �Destructive conflict is characterized by dominating, escalating, retaliating, competing, defensive, and inflexible communication patterns. What is constructive conflict? �Constructive conflict is characterized by communication that is We oriented, de-escalating, cooperating, supportive, and flexible.

STYLES OF CONFLICT MANAGEMENT �A communication style of conflict is an orientation toward conflict. �Styles exhibit predispositions or tendencies regarding the way conflict is managed in groups. �Individual group members or an entire group may adopt a normative preference for a certain style of conflict management.

FIVE COMMUNICATION STYLES OF CONFLICT MANAGEMENT BY BLAKE & MOUTON STYLE 1. Collaborating TASK-SOCIAL DIMENSION 1. Problem 2. Accommodating 2. Yielding 3. Compromising 3. Withdrawing 4. Avoiding 4. Withdrawing 5. Competing 5. Power-Forcing

COMPARING STYLES: LIKELIHOOD OF SUCCESS �Research favors some conflict styles over others. �The collaborating style is the most constructive and effective style of conflict management. �The competing style is the least effective.

TYPES OF CONFLICT: TASK, RELATIONSHIP, AND VALUE Is there a difference between Task Conflict that is routine and nonroutine? �A routine task is one in which the group performs processes and procedures that have little variability and little likelihood of change. �A nonroutine task is one that requires problem solving, has few set procedures, and has level of uncertainty. �Conflicts about routine tasks often have a negative effect on group performance, while conflicts about nonroutine tasks often have positive effect.

RELATIONSHIP CONFLICT �Conflict are not always about task accomplishment. �Some relationship conflicts are volatile conflicts provoked by personality clashes between group members.

INERCONNECTEDNESS OF TASK AND RELATIONSHIP CONFLICT �Recognizing the interconnectedness of task and relationship dimensions of groups can be critical when conflict arises. �A conflict initially about task accomplishment can easily turn into mostly a relationship conflict, especially if the task accomplishment is frustrating.

VALUES CONFLICT �The most difficult disputes to manage are values conflicts. �Values are the most deeply felt views of what is deemed good, worthwhile, or ethically right. �Beliefs are what we think is true or probable but values are what we are passionate about. Things such as abortion, pornography, religion, flag burning, freedom, right to privacy and equality. �Such conflicts do not lend themselves much to compromise.

CULTURE AND CONFLICT � Individualistic cultures such as the U. S. and most of the Western European countries typically employ low-context communication (message-content orientation). � Collectivist countries such as most Latin American and Asian countries use a high-context communication (message-context orientation). � Low-context is verbally precise, direct, literal, and explicit. A legal contract or instructions are examples. � High-context is indirect, imprecise, and implicit. Expressions such as I’ll think about it may be a face-saving way of saying no in Japan. � Individualist, low-context cultures favor direct competitive or compromising styles of conflict management.

NEGOTIATING STRATEGIES What is meant by negotiation? �It is the process by which a joint decision is made by two or more parties. �Negotiating strategies are the ways we transact these joint decisions when conflicts arise.

NEGOTIATING STRATEGIES 1. Tit For Tat: Do Unto Others- You do what the other party does. 2. Reformed Sinner: Spreading Redemption- Initially competes, then cooperates and relaxes demands. 3. Positional Bargaining: Hard and Soft Negotiatinghaggling back and forth until concessions are made and agreement is reached.

ANGER MANAGEMENT The most commonly reported communication behaviors associated with workplace anger include: � Yelling � Swearing � Hurling Insults � Using Sarcasm � Criticizing � Giving Dirty Looks � Making Angry Gestures � Throwing Things � Physical Assault NOTE: Managing anger is an important aspect of constructive conflict Management in groups.

CONSTRUCTIVE AND DESTRUCTIVE ANGER: INTENSITY AND DURATION The difference between constructive and destructive anger depends on two conditions: the intensity and the duration of the anger expression. �Intensity of anger can vary from mild irritation to outright rage. �Duration, or how long the anger lasts, also determines whether anger is constructive or destructive.

MANAGING YOUR OWN ANGER: TAKING CONTROL There are steps you can take to diffuse your own anger when you sense that it is approaching the destructive stage of intensity and duration. 1. 2. 3. 4. Reframe self-talk Listen non-defensively Deliberately calm yourself Find Distractions

MANAGING THE ANGER OF OTHERS: COMMUNICATION JUJITSU Try these suggestions for defusing the anger of others: 1. 2. 3. 4. 5. 6. 7. Be Asymmetrical Validate The Other Person Probe Distract Assume A Problem Orientation Refuse To Be Abused Disengage

VIDEO CASE STUDY: The War of the Roses

VIDEO CASE STUDY: The War of the Roses