Term
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Definition
R- Resource control
I- interpersonal linkages
C- Communication skills
E- expertise
When seeking power...
Support- obtaining assistance from others
Automony- reducing need for dependence on others
Assertion- assertively acting on, influencing others
Togetherness- becoming part of a group
Balancing Power...
Dialogue- proactive comm. practices
Self-control and reflexivity
Interdependence= strength
Calm persistance
Never disengage (stop caring)
Empowerment (let ppl know you are not all powerful)
Metacommunicate (look at the big picture)
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Term
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Definition
- T- Topic (straight forward, easily talked about, either disagreement or competition
- R- Relational (most common, each party translates the same event into their own relational meaning
- I- Identity (no one likes to be called a..., threatens face)
- P- Process (How conflicts are approached, the way someone handles a situation)
-Prospective goals- knowing what we want from an interaction, imagine it in advance
-Transactive goals- emerging during interaction, goals may be sacrficed
-Retroactive goals- the aftermath, talking about it may lead to sense-making |
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Term
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Definition
-Avoidance: denial of conflicts, changing topic
+Advantage- liberate tension
+Disadvantage- too much avoidance, problem never gets solved
-Competition: aggressive and uncooperative behaviors, gain power by direct confrontation
+Advantage- can sharpen mind
+Disadvantage- push people away
-Compromise: requires trade offs and exchanges
+Advantage- win/win situation
+Disadvantage- if someone gives up too much, can cause frustration
-Accomodation- obliging, yielding in a passive way
+Advantage- easy to relate to these people
+Disadvantage- criticism |
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Term
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Definition
Def- a discrete, innate, functional, biosocial, action and expression system
3 categorical components
1. Superordinate- functional appraisal of events as either advancing or hindering the organisms explicit or implicit goals
2. Basic Component- 5 broad categories (love, joy, anger, sadness, and fear)
3. Subordinate- Love (fondness & infatuation), Joy (bliss, contentment, pride), Anger (annoyance, hostility, contempt, jealousy), Sadness (agony, grief, guilt, loneliness), Fear (horror, worry) |
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Term
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Definition
political references, values, interpersonal style, personal taste
*related to goals
(this input limits the info processing ability of the group because group members spend their time and energy focusing on each other than on the groups "task-related" problems) |
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Term
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Definition
distribution of references, procedures and policies, judgements and interpretation facts |
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Term
| Working in groups and teams |
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Definition
two or more persons who ae interacting with one another in such a manner that each person influences and is influenced by each person. |
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Term
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Definition
deep involvement in a cohesive in-group, when the members striving for unanimity overrides their motivation to realistically appraise alternative courses of action
Ex- challenger, its easier to fall into _______ because of insecurity aor just 50/50 chance
(common in people that avoid confrontation) |
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Term
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Definition
| when conflict is absent, teams might not realize that inefficiencies exist. Research on devils advocacy found that individuals exposed to a devils advocate (points out flaws in project) made better judgment. |
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Term
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Definition
| A little conflict stimulates infomation processing, but as conflict intensifies, the cognitive system shuts down, info processing is impeded and team performance is likely to suffer. when we anticipate a competitive hostile negotiation, cognitive flexibility and creative thinking decreases |
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Term
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Definition
| a system that doesn't place blame, determine right or wrong, or punish or reward individuals. teams create their own decisions making methods and practices. teams make periodic checks. Each participant agrees to make good faith effort to continue communication appropriately. |
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| Collaborative Communication |
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Definition
| teams members need to realize that instead of giving up power, they gain power from the diversity of the team. They all have the ultimate responsibility over their decisions and actions. |
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Term
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Definition
| Maintain dignity and self worth for everybody. Don't single anybody out. Autonomy, fellowship, and competence.Listen, acknowledge, respond, commit. |
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Definition
| Decisions about what processes team members will use throughout a project. It is time consuming but it will bring clarity and reduces uncertainty. Keep focus on the outcome and gear all processes towards it. |
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| Empowerment instead of balancing. Clarify and explain priorities. Awareness of options. Increase us of conflict management skills: (listening, organizing, asking questions). Assess strengths and weaknesses of the team’s interest |
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Term
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Definition
(one on one situations)
Interaction rules, in any interaction, there are certain rules but the problem is the rules aren't very clear b/c its based on experience and cues. Rules describe the underlying comm. structure of the interaction. Usually remain implicit. In dialogue, its important to establish ground rules. |
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Term
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Definition
(self-fulfilling prophecies)
a way we change the rules. Repetitive loops of observable behavior with a redundant outcome. Small pictures with a lot of info about the big picture. It needs to be decoded before something can be done.(difficult to pinpoint b/c its hard to see the pattern if you're involved in the interaction.) sometimes it requires a third party to notice the pattern (ex-jackie and mel) |
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Term
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Definition
(macro-mapping)
(How things are interconnected)
-looking at how everything is connected and affected
-conflict in systems occurs in chain reactions (no chastising-cast ppl into different roles)
-cooperation is necessary
-triangles tend to form
-conflict serves the system.
Ex- human organism, if one organ fails, the others will follow |
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Term
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Definition
(macro-mapping)
systems, triangles, coalitions
-system wide
triangles, bringing a 3rd person to a conflict to bolster power (unstable/stable)
- Coalitions, some people are closer to each other than to others (very related to power) |
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Term
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Definition
(Macro-mapping)
-participants can create and define a situation by engaging in critical thinking and decision making
-participants are able to execute moves based on decisions made
has to be----game playing (passive)
either one---game mastery |
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Term
| The need for third party conflict |
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Definition
its needed when one or both parties want to reach an understanding but they can't
-negative spirals are tough to break
-conflict myopia
-hidden patterns
-facework
-new perspectives
(a skilled third party is someone who is trained in intervention and doesn't have a vested interest in a specific outcome)
[not all third parties are brought in to solve conflict, but you might need a third party to handle the outcome. ex-lawyer to handle divorce] |
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Term
| Advantages to having third party |
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Definition
-change the style of expression in the conflict (weed out 4 horsemen)
-after the degree of interdependence between parties
-Change their perceptions on their goals so they are not seen as incompatible (help see things in new perspectives)
-Balance power
-modify the actual or perceived scarcity of resources
-adjust the actual or perceived interference by the opposing parties (navigation through conflict) |
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Term
| Conditions for helping in conflict |
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Definition
Ponder first...
-are they ready for a third party?
-how do you know they want your help?
(ex-they ask for your help, its terrible idea if you invite yourself)
- what makes you qualified?
-are you biased?
-can you say no? (important)
-consider the consequences if you do get involved
-avoid unfair bonding (ex-lawyer wanting their money maybe stalling in order to get paid more) |
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Term
| Cautions When entering third party conflict |
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Definition
-be certain they want your help
-avoid becoming the enemy
-remain aware of the coalitions (know where everyone is in the conflict, keep the pace)
-exit the system after the work is done |
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Term
| Types of Third party conflict |
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Definition
1. Informal
- these interventions serve to interrupt a self-maintaining or escalating malevolent cycle in one way or another and to initiate a de-escalating benevolent cycle.
(ex- helping friends, co-workers, family members)
2. Formal
- it requires training or education and it is usually paid
(include coaching,counseling, conciliation, mediation, arbitration, and adjudication) |
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Term
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Definition
-unable or unwilling to engage in mediation
-according to the comprehensive conflict coaching model
(discover the story -> explore the story in three perspectives -> craft the best story -> enact the best story) |
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