Productive Conflict Management

Defining Conflict withina Communication Context

1. Conflict within Systems Expressed Struggle Incompatible Goals Scarce Rewards

2. Conflict within Small Groups Group Homogeneity & Conformity Group Orientation & Constructive

Conflict

The Substance of Conflict

Scarce Resources Diverse Backgrounds Orientations to Task Accomplishment

Patterns Of Conflict Resolution

Basic Elements of Constructive Conflict Mutual Interpersonal Concern Interdependence Equifinality

Styles of Conflict Resolution

Collaboration Negotiation Accommodation Compromise Competition Avoidance

Collaboration

Problem Solver Integrator—focused on Us Looking for Consensus "Win/Win" Solutions Participation of All Members Resolutions Combine or Most

Perspectives

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

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

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

Competition Tough Battler Power Orientation—We/They "Win/Lose" Self Interest rather than Mutual

Interest Constructive—Limited to Issues Destructive—Personal Attacks Need Mutual Respect and Trust

Avoidance

Impersonal Complier Avoid—Withdraw "Lose/Win" Constructive: lack of Information,

Expertise Destructive: if Habitual; or Represents

Unexpressed Dissatisfaction

Styles of Conflict ManagementStyles of Conflict Management

Competition Collaboration (Consensus)

Negotiation Compromise

Avoidance Accommodation

Small Group and Team Communication, 2nd edition, Harris & Sherblom, Copyright © Allyn & Bacon 2002

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.

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.

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

The End