Chapter 12
In this study guide, you will learn that there are different patterns and styles
of communication that creates conflict within small groups. Learning what
conflicts are made up of and how they can be resolved is what creates
productive conflict management. Let’s begin.
WHAT IS CONFLICT?
In the text, it teaches us that the definition of conflict is expressed struggle
between at least two interdependent parties who perceive incompatible goals,
scarce rewards, and interferance from the other party in achieving their goals.
Conflict consists of the substance of the issue in which the disagreement
takes place and the pattern of interactive communication between the
participants engaged in the dispute.
Patterns of Conflict within Small Groups
As members of a group we are interdependent, which means that each member of
the group is mutually dependent on one another. As a result, groups often find
themselves engaged in conflict. Conflict happens at all levels, starting from the
organization of the group, down to the smallest details of specific task and issues.
Many of these issues can result in constructive conflict and destructive conflict.
Constructive Conflict
 When the benefits exceeds the costs.
 Shares the elements of interpersonal concern and interdependence.
 Generates productive, mutually beneficial, shared decisions.
 The process becomes as important as the end result.
 Individuals come together to redefine or strengthen their relationship for the
greater good of the parties involved.
 Operates under the belief that all parties can win.
 Occurs when the parties feel comfortable with the level of disagreement
and acknowledge a need to compromise. Constructive conflict relies on a
steady flow of communication and a shared willingness to embrace change.
Destructive Conflict
 Based on a lack of concern for relational elements in the interactions with
others.
 Often flows from narrowly defined or rigid goals
 Oftentimes produces negative results.
 Individuals involved become less flexible and assume that the opposing
party must suffer defeat. Involved parties succumb to personal attacks.
Five Styles Of Conflict Management
1. Accommodating (Lose/Win) – This is when you cooperate to a high-degree,
and it may be at your own expense, and actually work against your own
goals, objectives, and desired outcomes. This approach is effective when
the other party is the expert, or has a better solution. It can also be effective
for preserving future relations with the other party.
2. Avoiding/Withdrawal (Lose/Win) - This is when you simply avoid the
issue. You`re helping the other party reach their goals, and you aren’t
assertively pursuing on your own. This tends to work when the issue is
trivial or when you have no chance of winning. It can also be effective
when the issue would be very costly. It’s also very effective when the
atmosphere is emotionally charged and you need to create some space.
Sometimes issues will resolve themselves, but “hope is not a strategy”, and,
in general, avoiding conflict is not a good long term strategy.
3. Collaborating (Win/Win) – This is where your partner and you achieve both of
your goals. This is how you break free of the “win-lose” paradigm and
seek the “win-win.” This can be effective for complex scenarios where you
need to find a novel solution. This can also mean re-framing the challenge
to create a bigger space and room for everybody’s ideas. The downside is
that it requires a high-degree of trust and reaching a consensus can require a
lot of time and effort to get everybody on board and to synthesize all the
ideas.
4. Competing (Win/Lose) – This is the “win-lose” approach. You act in a very
assertive way to achieve your goals, without seeking to cooperate with the
other party, and it may be at the expense of the other party. This approach
may be appropriate for emergencies when time is of the essence, or when
you need quick, decisive action, and people are aware of and support the
approach.
*Compromising (Lose/Lose) – This is the “lose-lose” scenario where neither
party really achieves what they want. This requires a moderate level of
assertiveness and cooperation. It may be appropriate for scenarios where you need
a temporary solution, or where both sides have equally important goals. The trap is
to fall into compromising as an easy way out, when collaborating would produce a
better solution.
Ethics for Productive Conflict Management
Compassion: The understanding or empathy for the suffering of others.
A group’s reality can be defined by their caring relationships. Time is valuable and
can be used to make connections with other people.
Fairness: No individual is more important than another. Time is valuable to both
self and others. The dignity and integrity of self and others must be honored.
Honesty: Truth is essential and valued. Open, intimate, and honest communication
is preferred. Competition and cooperation occur but both should be open.
Respect: It is important to consider the time, energy, and space needed to manage
conflict. The value of self and others should be considered paramount.
Responsibility: Looking beyond yourself, overcoming ambivalence, and
contributing. Time should not be wasted. An attitude of ownership and
accountability is preferred. An ethic of care is important for self and others.
In order to have a productive group, group members are granted by power by
others. Now, we all hold power many different ways and we translate it into
values when we trade spend or use it in groups. There are at least seven types of
power available for use in groups
Expert Power- Is generated by a particular ability or access to particular
information that is valued, to the extent that a group has a problem to solve and
understanding of technical, political, or specialized information is necessary.
Interpersonal Linkage Power- Allows members of the group to engage the
services of other groups, organizations, and gain access to information that is not
generally available. Group members may have personal access to people or
information.
Reward and Punishment Power- The members of the group who have the power
to reward or punish any member of the group, to the extent of humiliation or high
praise.
Positional (Legitimate) Power- Members that are granted power by others for
specific purposes or because of the responsibility of their position. Their authority
may be limited to particular aspects of the group or may be broader.
Referent Power- The power conferred by affiliation with respected groups or
people and can be used in certain contexts to enhance personal power in a group
situation.
Charismatic (or Personal) Power- Resides in particular personality types, to
which others are attracted or drawn to; particularly gregarious and affable
individuals. Certainly a case of “you have to see it to believe it.”
Avoidance Power- Very passive. Group members feel they have little to no power
within a group. They also feel that they would not benefit from group
membership.
In conclusion, conflict is a very important part in the group process. It can be seen
as the key in certain group situations. It can determine which group member are
going to work on what task, and even informs group members of who is great in
specific areas. In Chapter 12, it describes different patterns and styles of
communication that make up productive conflict management. It describes the
advantages and disadvantages of conflict and how important certain strategies are
used within a group.
Also, to help us further understand more about productive conflict management, I
have included a link to a video that was created by college students that acts out
productive and unproductive conflict in a humorous way.
Enjoy http://youtu.be/6ggykHMpEhE