facilitated by michele c. boyer, ph.d., hspp professor of counseling psychology emerita
TRANSCRIPT
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Managing Conflict
Facilitated byMichele C. Boyer, Ph.D., HSPP
Professor of Counseling Psychology Emerita
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Plan for the Session
Conceptual OverviewConflict, Communication, Culture
Personal Assessment of Conflict Management Style
Examination and Exploration of a Model of Conflict management
Discuss Case Situations
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What is interpersonal conflict?
“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”
(Wilmont & Hocker, 2001)
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What comes to mind when you think of “conflict?”
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Characteristics of ConflictA natural part of relating to othersHas Content, Relational, and Procedural Dimensions
Indirect or DirectPotential for HarmPotential for Benefit
(Floyd, 2011)
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Typical Sources of Conflict
Power
Respect
Distribution of Resources
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Conflict is Impacted by ‘Culture’Male and Female Gender Socialization
Individualism – Collectivism
High Context – Low Context Communication
Low Power Distance – High Power Distance
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Conflict is Impacted by ‘Culture’
Time as Monochronic or Polychronic
Uncertainty Avoidance – Uncertainty Acceptance
Verbal and Non-verbal Behavior
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Don’t be afraid of opposition.
Remember, a kite rises against, not with, the wind.
- Hamilton Mabie
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Characteristics of Competent CommunicatorsSelf-
AwarenessAdaptability
Empathy Cognitive Flexibility
Ethical
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Signals of Distress
Gottman’s Four Horsemen of the Apocalypse
Criticism Contempt Defensiveness Stonewalling
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Conflict Management
Is ComplexIs Impacted by
Personal CharacteristicsContextual CharacteristicsCultural Characteristics
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Your TKI Style
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Blake & Moulton’s Managerial GridDimensions (1960)
High
OrientationToward OwnNeeds:Assertiveness
Low Low High Orientation Toward Others’ Needs: Cooperativeness
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The Thomas-Kilmann Conflict Mode Instrument (TKI)
Initially a research tool developed in the 1970s
Thomas’ theoretical refinement of Blake and Moulton’s Managerial Grid
Leading measure of conflict-handling behavior
Recently re-normed (gender, race/ethnicity, org level)
Good reliability and validity dataNow computerized and available from
Consulting Psychologists Press
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Thomas-Kilmann Conflict Styles
Competing Collaborating
AvoidingAccommodati
ng
Compromising
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Styles and Outcomes
Compete I win/you loseAvoid I lose/you loseAccommodate I lose/you winCompromise I win a little/you win a
littleCollaborate I win/you win
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Strategy Considerations
Strategies are not inherently ‘Good’ or ‘Bad’
Each strategy has advantages and disadvantages
Develop strategy flexibility
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Strategy Considerations
Nature and value of the relationship
Importance and complexity of the issues
Experience of powerTime
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Holton Model of Conflict Management
Identify the conflict – who, what, when, where, resolution attempts, consequences?
Identification of solutions – positive attitude, ground rules, interests of the parties, alternatives, criteria (objective and subjective), weigh solutions against criteria
Implement the plan – develop action plan, determine how to handle future conflicts
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Scenarios and
Discussion
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Tips for SuccessFocus on the facts, issues, or situations not
personalitiesListen carefully-consider what is said and not saidBe mindful of the affective dimensionConsult!Cultivate a culture of effective and appropriate
communicationLearn the preferred conflict resolution styles of
othersConsider alternative perspectivesConsider the impact of culture-broadly definedUse appropriate humor Encourage and practice self-care
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Questions
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Thank You!