communication chapter 8
conflict trigger
a common perceived cause of interpersonal conflict
demand-withdraw pattern
a pattern of behavior in which one party makes demands and the other party withdraws from the conversation
perceived incompatible goals
all conflicts look as if one party's gain would be another's loss
interpersonal conflict
an expressed struggle between interdependent parties who perceive incompatible goals, scarce resources, and interference from one another
Types of Conflict Management Styles
avoidance, accommodation, competition, compromise, collaboration
False
T/F conflict always occurs because of misunderstandings
False
T/F conflict can always be avoided
False
T/F conflict can always be resolved
Conflict Management Styles
consistent patterns or approaches people use to manage disagreements with others
examples of conflict triggers
criticism, feeling entitled, perceived lack of fairness, more perceived costs than rewards, different perspectives, stress and lack of rest, dialectical tension
interpersonal power
degree to which a person is able to influence his or her partner
interdependent
depending on each other
Why does conflict occur?
people are fighting for the power to do a goal
reward power
power base on a person's ability to satisfy our needs
dependent relationship
relationship in which one partner has a greater desire for the other to meet his or her needs
process of conflict
-source: prior conditions -beginning: frustration awareness -middle: active conflict -end: resolution -aftermath: follow-up
competition
conflict management style that stresses winning a conflict at the expense of the other person involved
collaboration
conflict management style that uses other-oriented strategies to achieve a positive solution for all involved
destructive conflict
conflict that dismantles rather than strengthens relationships
constructive conflict
conflict that helps build new insights and establishes new patterns in a relationship
pseudoconflict
conflict triggered by a lack of understanding and miscommunication, not always incompatible goals in
expert power
power based on a person's knowledge and experience
coercive power
power based on the use of sanctions or punishments to influence others
referent power
power that comes from our attraction to another person, or the charisma a person possesses
legitimate power
power that is based on respect for a person's position
compliance gaining
taking persuasive actions to get others to comply with our goals
dialectical tensions
tension arising from a person's need for two things at the same time
simple conflict
conflict that stems from different ideas, definitions, perceptions, or goals
ego conflict
conflict in which the original issue is ignored as partners attack each other's self-esteem
compromise
conflict management style that attempts to find the middle ground in a conflict
avoidance
conflict management style that involves backing off and trying to side-step conflict
accommodation
conflict management style that involves giving in to the demands of others
False
T/F conflict is always a sign of a poor interpersonal relationship
