Term
|
Definition
| people who play out particular roles in a given context that consists of a familiar setting at a particular time. |
|
|
Term
|
Definition
| arise when partners perceive that they seek different outcomes or they favor different means to the same ends. |
|
|
Term
|
Definition
| occurs when those involved in a relationship characterize it as important and worth the effort to maintain. |
|
|
Term
|
Definition
| occur when we are seeking different outcomes. |
|
|
Term
|
Definition
| occur when we want to achieve the same goal but differ in how we should do so. |
|
|
Term
|
Definition
| are like carpet stains-they are noticeable, make people feel uncomfortable and dissatisfied with the relationship, and lead people to desire change. |
|
|
Term
|
Definition
| conflicts which are approaching the point where they must receive attention or else. |
|
|
Term
| inevitability of conflict principle |
|
Definition
| runs contrary to the idea that, if we look long and hard, we can find people with whom we can share conflict-free lives. It means we should cease our efforts to find perfect people and learn how to manage the conflicts we are sure to have with those closest to us. |
|
|
Term
|
Definition
| occurs when a partner imposes his or her will on another through verbal or physical intimidation. |
|
|
Term
|
Definition
| the communication behavior a person employs based on his or her analysis of a conflict situation. |
|
|
Term
|
Definition
| refers to only one alternative in which parties solve a problem or issue and expect that it will not arise again. Conflict management involves alternative ways of dealing with conflict, including resolution or avoiding it altogether. Produces desireable results for all the parties concerned. |
|
|
Term
| meta-conflict perspective |
|
Definition
| means that you can look back on the conflicts you have experienced, analyze what you did well and what you did poorly, and learn from your mistakes. Eventually, you may even monitor your present interpersonal conflicts, realize what is going on, alter your behavior, and better manage the conflicts. |
|
|
Term
| linear model of communication |
|
Definition
| A method of communication; using the words sender, receiver, channel, noise, and feedback. For the most part, this model emphasizes accuracy: Is what was "received" the same meaning as what was "intended or sent"? While this approach can be helpful to our understanding, it doesn't explain the entire process of communication. |
|
|
Term
| transactional model of communication |
|
Definition
| While the linear view emphasizes the end product of communicating, this model emphasizes managing and coordinating. Recognizes communication is not something we do to one another. |
|
|
Term
|
Definition
| a tendancy to expand and escalate the conflict to the point where it often becomes separated from the initial cause and takes on a life of its own...an increase in the number of issues, number of people involved, costs to the participants, intensity of negative feelings. |
|
|
Term
|
Definition
| occurs when a conflict is kept to the issue and to those involved. It reduces the costs to the participants and the intensity of negative feelings. Does not rely on overt power and manipulative techniques, no violence, no escalation. |
|
|
Term
| negative view of conflict |
|
Definition
| the idea that conflicts are painful occurrences that are personally threatening and best avoided or quickly contained. |
|
|
Term
|
Definition
| where you are asked to compare one term (conflict) with something else (struggle, exploding bombs, being on trial). Metaphors are not only figures of speech, but also a reflection of HOW we think. |
|
|
Term
| positive view of conflict |
|
Definition
| an opportunity to resolve problems and/or improve our relationships with people. |
|
|
Term
|
Definition
| sees conflicts as a series of stages. In some cases, conflicts become cycles because they get bogged down in particular stages and repeat themselves. Understanding conflict as a process subject to destructive cycles helps us to identify the behaviors that make conflict destructive, and, it is hoped, choose behaviors that will keep conflict from becoming so. |
|
|
Term
|
Definition
| a view that is dynamic, ongoing, and continuous. |
|
|
Term
|
Definition
| Consists of four variables: 1) participants 2) relationship between them 3) other interested parties to the conflict 4) the physical and social environment of the conflict situation. Like the first block in a line of dominoes, these variables affect the court of conflict. |
|
|
Term
|
Definition
| or conflict stimulus is a behavior that at least one person in the conflict points to as the beginning of the problem. |
|
|
Term
|
Definition
| or response occurs when the conflict becomes overt. This happens when at least one person makes known to the other that a conflict exists, such as reacting to another's upsetting comment, etc. |
|
|
Term
|
Definition
| or ongoing interaction pattern occurs when the participants use constructive or destructive strategies and tactics, presenting both sides of the story, moving back and forth, and escalating and de-escalating. May last minutes, hours, days, weeks. The conflict becomes obvious to everyone at this stage. |
|
|
Term
|
Definition
| or outcome occurs when those involved agree to some outcome to the conflict. Outcomes can be: resolution, win-win or issue management, lose-lose |
|
|
Term
|
Definition
| routinized events or reactions to conflict, or undesired repetitive pattern (URP). |
|
|
Term
| undesired repetitive pattern (URP) |
|
Definition
| the feeling of being trapped in a set of circumstances beyond one's control. Automatic, knee-jerk responses to one another. A trigger. |
|
|
Term
|
Definition
| URP's sometimes have an escalation effect, in which the exchanges between those involved gets increasingly intense, or the cycle escalates, the behavior of one person intensifies the behavior of the other person. |
|
|
Term
| confrontation avoidance cycle |
|
Definition
characteristic of those people whose first impulse is to avoid initiating clonflict or to quickly withdraw when conflicts arise. This type of conflict does not progress past stage two.
We think of conflict as bad
we get nervous about a conflict
we avoid it as long as possible
the conflict gets out of control and must be confronted
we handle it poorly |
|
|
Term
|
Definition
| An avoidance in which one person in a relationship withholds grievances from the other, usually due to fear of the other person's reaction. People are likely to avoid conflict in low-commitment relationships. |
|
|
Term
| competitive escalation cycle |
|
Definition
| A dysfunctional conflict cycle in which the conflict bogs down in the differentiation stage when competitive interests lead to divergence rather than integration. Results in unresolved conflict. |
|
|
Term
|
Definition
| a rational exchange of claims about some ideas or as a competition. |
|
|
Term
|
Definition
| occurs when one haas a desire to win no matter what harm it does to a relationship. |
|
|
Term
|
Definition
| range: verbal threats to bodily harm. |
|
|
Term
|
Definition
| part of the violence cycle wherein one or two individuals insult and name call. |
|
|
Term
|
Definition
| part of the violence cycle in which one or both individuals attack each other. |
|
|
Term
|
Definition
1) preparation: identify your problem/needs/issues
2) tell the person you want to talk
3) talk to the other person about your problem
4) consider your partner's point of view: listen, empathize, respond with understanding
5) resolve the problem: make a mutually satisfying agreement
6) follow up on the solution: set a time limit for reevaluation. |
|
|
Term
|
Definition
| How you talk to yourself about handling conflict. |
|
|
Term
|
Definition
| a form of intrapersonal communication in which you think about what you might say and another might say in response. Serve as a planning function. |
|
|
