Your Reference
Page 187
A Study Tool
Now that you have finished reading this chapter, you can
Describe the factors that lead to productive conflict:
- Conflict is a negative interaction, rooted in disagreement, between interdependent people (p. 168).
- Conflict management refers to how relational partners address disagreements (p. 168).
- Unproductive conflict is conflict that is managed poorly and that has a negative impact (p. 168).
- Productive conflict is healthy and managed effectively. It fosters healthy debate, leads to better decision making, and spurs relationship growth (pp. 169–170).
Identify conflict triggers in yourself and others:
- Many conflicts are rooted in errors of perception (p. 171).
- Incompatible goals can spark conflict (p. 171).
- Conflicts arise when the costs of an interpersonal relationship outweigh the rewards (p. 171).
- Provocation, the intentional instigation of conflict, arises when one party demonstrates aggression, a person’s identity feels threatened, fairness is lacking, someone you depend on is incompetent, or an important relationship is threatened (pp. 171–172).
Explain the forces that influence how people handle conflict:
- Power dynamics affect relationships in which there is an imbalance of power (pp. 172–173).
- Attitudes about conflict in general or about specific disagreements can cause people to avoid dealing with them (p. 173).
- People may be reluctant to discuss certain topics with particular people, a behavior known as communication boundary management (p. 173).
- Communication climate varies and may be uncertain
, defensive , or supportive (p. 174). - Cultural issues, such as gender expectations, religious beliefs, and identification with an individualist culture or a collectivist culture, have a strong influence on conflict (pp. 174–177).
- Our reasons for choosing certain channels may be rooted in emotions or practical considerations (pp. 177–178).
- The Internet provides an arena for flaming, posting hostile online messages to an individual; trolling, posting hostile online messages to a more general group; and cyberbullying, sending multiple abusive attacks through electronic channels (pp. 178–179).
Evaluate and employ strategies for managing conflict in different situations:
- Escapist strategies avoid direct conflict and are good for quick resolutions but may leave issues unresolved (p. 180).
- Challenging strategies promote the interests of individuals who use assertiveness to get their way (p. 181).
- Cooperative strategies benefit both parties (p. 181).
- A focus on the issues avoids verbal aggressiveness, or personal attacks on individuals (pp. 181–183).
- Probing, asking questions that encourage precise answers, and playing devil’s advocate, pointing out worst-case scenarios, are two techniques for healthy debate (p. 183).
- Other useful tactics include negotiating alternatives, clarifying the importance of the outcome, and reassuring your partner of your good intentions (pp. 183–184).
Compare levels of resolution in conflict outcomes:
- With compromise, which may involve trading or random selection, both parties give up something to gain something (p. 184).
- A solution that satisfies all parties is win-win; a lose-lose solution has no winner (pp. 184–185).
- Separation, removing oneself from the situation, is a form of resolution, as is making a decision to allocate power for certain decisions (pp. 185–186).