Creating Positive Outcomes Creating Positive Outcomes When Conflict OccursWhen Conflict Occurs

COSA Professional Development ProgramCrowne Plaza Hotel

October 5, 2012

Presented byDr. Roger W. Sorochty, Vice President for Enrollment

and Student Services, The University of Tulsa

roger-sorochty@utulsa.edu

Purposes of the ProgramPurposes of the Program To understand the behaviors and “hot buttons”

associated with conflict that can improve or worsen situations involving conflict

To learn how to use the Conflict Dynamics Profile (CDP) to minimize destructive behaviors, maximize constructive behaviors, and manage one’s “hot buttons” for positive outcomes in conflict situations

To describe how the CDP can be used in professional staff training and student leadership programs

Provide attendees with a sample of the CDP-I results, reviewing them using the Development Guide, and discussing its application on their campuses

Give attendees the chance to take the CDP-I for themselves

ConflictConflict

Any situation in which people have apparently incompatible goals, interests, principles or feelings

CDP ApproachCDP ApproachFocuses explicitly on specific behavioral

responses to conflict, and how they might be changed

Starts with the assumption that conflict is inevitable; it cannot, nor should it, be completely avoided

The goal of successful conflict management is not its elimination, but to reduce its harmful effects and maximize its useful ones

Cognitive Conflict (Task-Cognitive Conflict (Task-Oriented)Oriented)

Focuses on ideas, not personalities

Can occur during times of creativity and productivity

Affect is neutral, or positive

Unrelated, or positively related, to group functioning

Affective Conflict (Personal)Affective Conflict (Personal)Focuses on people, not ideas

Can occur at any time

Affect is negative

Negatively related to group functioning

Can escalate rapidly

Path of ConflictPath of Conflict

Precipitating Event and/or Hot ButtonsInitiate Conflict

Constructive ResponsesBehaviors which keep conflict to a minimum

Destructive Responses Behaviors which escalate or prolong conflict

Task-Focused Conflict(Cognitive)• Focus on task and

problem solving• Positive effect• Tension decreases• Group functioning improves

Person-Focused Conflict(Affective)• Focused on personal• Negative emotions (anger,

frustration)• Tension increases• Group functioning decreases

CONFLICT DE-ESCALATES CONFLICT ESCALATES

Typical Outcomes of Constructive Typical Outcomes of Constructive ResponsesResponsesWin-win solutionsOpen & honest communication of feelingsBoth parties’ needs are metNon-judgmental actionsNot sticking adamantly to one positionActively resolving conflict (not allowing conflict

to continue)Thoughtful responses (not impulsive)Team performance improves

Typical Outcomes of Destructive Typical Outcomes of Destructive ResponsesResponsesFeelings of anger and frustrationJudgmental actionsGetting even and keeping scoreOther party does not have needs metClosed channels of communicationRefusing to deal with issuesDecreased self-confidenceTasks not completedTeam performance decreases

Active and Passive Responses to Active and Passive Responses to ConflictConflict Research has further demonstrated the

usefulness of classifying conflict-related responses into two additional categories:

Active Behaviors which involve overt responses, taking

action, or making an effort. The outcome can be either constructive or destructive.

Passive Behaviors which involve withholding a response,

not taking action, or not making an effort. The outcome can be either constructive or destructive.

Conflict Response CategoriesConflict Response Categories

Perspective TakingCreating SolutionsExpressing EmotionsReaching Out

Winning at All CostsDisplaying AngerDemeaning OthersRetaliating

Reflective ThinkingDelay RespondingAdapting

AvoidingYieldingHiding EmotionsSelf Criticizing

Constructive Destructive

Pas

sive

Act

ive

Active Constructive ResponsesActive Constructive ResponsesThose in which the individual takes some overtaction in response to the conflict or provocation, and as a result there is a beneficial effect on the course of conflict:Perspective Taking – Putting yourself in the other person’s position and trying to understand that person’s point of view.Creating Solutions – Brainstorming with the other person, asking questions, and trying to create solutions to the problem.Expressing Emotions – Talking honestly with the other person and expressing your thoughts and feelings.Reaching Out – Reaching out to the other person, making the first move, and trying to make amends.

Passive Constructive ResponsesPassive Constructive Responses Those in which the individual responds to the precipitating event in a less active way—in fact,

some passive responses consist largely of the decision to refrain from some act—and as a result there is a beneficial effect on the course of the conflict:

Reflective Thinking – Analyzing the situation, weighing the pros and cons, and thinking about the best response.Delay Responding – Waiting things out, letting matters settle down, or taking a “time out” when emotions are running high.Adapting – Staying flexible, and trying to make the best of the situation.

Active Destructive ResponsesActive Destructive Responses Those in which the individual takes some overt

action in response to the conflict or provocation, but which has a negative, destructive effect on the course of conflict:

Winning at All Costs – Arguing vigorously for your own position and trying to win at all costs.

Displaying Anger – Expressing anger, raising your voice, and using harsh, angry words.

Demeaning Others – Laughing at the other person, ridiculing the other’s ideas, and using sarcasm.

Retaliating – Obstructing the other person, retaliating against the other, and trying to get revenge.

Passive Destructive ResponsesPassive Destructive Responses Those in which the individual responds to the precipitating event in a less active way, or fails to act in some way:

Avoiding – Avoiding or ignoring the other person, and acting distant and aloof.

Yielding – Giving in to the other person in order to avoid further conflict.

Hiding Emotions – concealing your true emotions even though feeling upset.

Self-Criticizing – Replaying the incident over in your mind, and criticizing yourself for not handling it better.

CDP Hot ButtonsCDP Hot Buttons

People who, or situations which, may irritate you enough to provoke conflict by producing destructive responses

The “hotter” the hot button, the more likely it is to produce:

◦ Strong negative emotions◦ Feelings of personal provocation◦ Automatic and impulsive responding◦ Increased tension

Constructive ResponsesConstructive Responses

Destructive ResponsesDestructive Responses

Hot ButtonsHot Buttons

Using the CDP in Staff Using the CDP in Staff Development and Student Development and Student

Leadership ProgramsLeadership ProgramsA case study summary of utilizing the

CDP-I with professional staff

Followed by

A case study summary of utilizing the CDP-I with student leaders

Professional StaffProfessional StaffCase Study SummaryCase Study Summary

CDP-I administered to professional Residence Life staff and then debriefed in a two hour program

CDP-360 could also be usedGoal was to identify 1 or 2 behaviors

and Hot Buttons that, if addressed according to the CDP Development Guide, would enhance their ability to work together and with their residents

A Snapshot of TU’s Student A Snapshot of TU’s Student OrganizationsOrganizations

140+ active organizations including:

Numerous honor societies including Phi Beta Kappa;Association of Black Collegians; American ChemicalSociety; Student Bar Association; TU Student NursesAssociation; Amnesty International; Numerousfraternities and sororities; Habitat for Humanity;Angolan Student Association; Muslim StudentAssociation; TU Big Brothers Big Sisters; NumerousReligious Groups, Music Organizations, GoverningBodies and Intramural Sports Teams

Student LeadersStudent LeadersCase Study SummaryCase Study Summary

CDP-I administered to students in a variety of leadership positions and then debriefed in a two hour program

Goal was to identify 1 or 2 behaviors and Hot Buttons that, if addressed according to the CDP Development Guide, would enhance their ability to work with others in their organizations

Additional Ways to Use the CDP Additional Ways to Use the CDP

Campus Police/Security Officers

HR Staff Development Program Offerings

Counselors Working with Students

Alumni and/or Volunteer Advisors

Turning Knowledge into ActionTurning Knowledge into ActionAfter determining which behaviors and

hot buttons one wishes to address, one uses pages 38 – 40 of the Development Guide to lay out an action plan

One can also utilize other resources available from the Center for Conflict Dynamics

Selected Comments from ParticipantsSelected Comments from Participants

I learned that I’m not good at looking at situations from another’s perspective.

I would delay my responses to avoid displaying anger or frustration and think about what to say.

I can now recognize my “hot buttons” and I have the tools to approach those people & situations.

Lessons learned can be applied to my career. It will help me work with the girls in my sorority

where personal opinions often clash.What I learned will help me in my leadership role in

a campus ministry.

Thank You Thank You & &

QuestionsQuestions