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