Constructive and destructive conflict are distinguished from each other in which of the following ways? Show
b. constructive conflict is characterized by de-escalation of the conflict; destructive conflict is characterized by escalation of the conflict c. constructive conflict is characterized by cross-complaining; destructive conflict is characterized by flexibility d. both a and b Constructive and destructive anger can be distinguished from each other by the
b. flexibility of the anger c. duration of the anger d. both a and c Which of the following is not a characteristic of conflict?
b. independent parties c. perceived incompatible goals d. perceived interference for outside parties Your relationship partner is under a lot of stress lately, and his/her outbursts of anger are beginning to trouble you greatly. Which of the following are ways to manage the anger of your partner?
b. be asymmetrical c. probe d. all of the above You have continued conflict with your significant other, but you hide it from your friends. This speaks to which dichotomy
b. inclusion/exclusion c. revelation/concealment d. connection/autonomy The process of forgiveness includes which stages?
b. hurting from the wrong done to us c. forgetting what was done to us d. both a and b Which of the following can be validly concluded from research on intercultural conflict management?
b. the key to effective intercultural conflict management is flexible use of conflict management styles c. disagreement should be discouraged when communicating with individuals from diverse cultures d. both a and b Conflict is
b. sometimes constructive c. a destructive force in relationships if continually avoided d. all of the above Which of the following is a tactic of avoiding conflict?
b. stonewalling c. autonomy d. compromising You and your partner have had a heated disagreement. Emotions are raw, and feelings have been hurt. You approach your partner after a brief silence: "I'm sorry I attacked you like that. I got angry and said things I didn't mean." This is an example of the collaborating tactic called
b. confrontation c. expanding the pie d. smoothing Conflict resolution includes all of the following, except…? Conflict, whether between individuals, groups, governments or some combination of these, comes in many forms. Conflict resolution includes multiple processes and methods in facilitating a peaceful ending. Every form of conflict is a purposeful effort to meet some need or gain some advantage, whether it is status, power, wealth, or something else. Such acquisition is almost always resisted by others competing for the same resource, perpetuating the conflict. (For our purposes, “conflict” can be defined as a situation in which the needs and/or desires of one or more parties are at least partly incompatible.) There are many forms of conflict resolution: negotiation, mediation, conciliation, arbitration, litigation, early neutral evaluation, and numerous hybrids and variants. While not all of these methods qualify as alternative dispute resolution, they are all types of conflict resolution. The Harvard Program on Negotiation describes conflict resolution: “Conflict resolution can be defined as the informal or formal process that two or more parties use to find a peaceful solution to their dispute.” But as Professor John Burton of George Mason University’s Center for Conflict Analysis points out, conflict resolution can mean different. things to different parties depending on context. To a military man, says Burton, a first-strike attack may seem like conflict resolution if it eliminates the ability of an enemy to inflict harm. The problem with Burton’s example is that the cessation of conflict is not the resolution of conflict. A lawsuit is not over because a judge continues its hearing. World War I did not end because there was a Christmas truce. Intractable conflicts, like the Hundred Years’ War, the Crusades, the wars between India and Pakistan, the Troubles in Northern Ireland, and the conflict in the Middle East last for generations and became part of the social fabric. They are characterized by relative calm periods alternating with violence. Such conflicts are not resolved until a permanent solution is found. Permanent solutions require addressing the underlying causes of the dispute. It is not enough to overwhelm the opposition; even conquered and occupied peoples can mount some resistance. Violence does not resolve conflict, though it can delay resolution or provide the motivation for it. With this in mind we can say that true conflict resolution includes the following: * Intended to end conflict permanently; *Addresses the underlying interests of the conflicting parties; *Usually involves a process guided by a neutral third party, though the parties may negotiate independently. To resolve conflict, the parties must communicate. Needs and desires must be identified, and their relative I’m part p. Unless the parties are going to turn the decision over to a judge or arbitrator, the parties must make concessions. While continuing aggression is often an outgrowth of conflict, its resolution requires dialogue, understanding, and some degree of bargaining. Conflict managementConflict is inevitable. How we respond to that conflict is up to us. Gupta and Uike define conflict management as minimizing conflict’s negative consequences while maximizing its benefits. They also emphasize the ability to deal with conflicts fairly and competently. Other writers note the need to prevent simmering conflict from becoming a problematic dispute-Others include conflict resolution, but this author views conflict management as a distinct process. The benefits of conflictEveryone is aware of the negative impact of conflict, even without violence: wasted time and energy, excessive consumption of resources, damage to relationships, public airing of private matters as well as emotional and physical stress. It seems odd to talk about the benefits of conflict. But they do exist. According to Entrepreneur magazine, conflict in the workplace has the following positive results:
So not all conflicts are bad. But even if the conflict is counterproductive, we may not want to expend the resources to resolve it. The dispute may be unrelated to the things we are there to do, maybe too complex for us to address in the available time, or maybe beyond our skill to resolve without help. Whatever the reason, sometimes conflict must be managed rather than resolved. Preventing conflicts from becoming problemsNot every conflict has to be a problem, especially in the case of continued aggression between parties. As discussed, some conflicts are beneficial. But when conflicts threaten to interfere with work or important relationships at work or at home, something has to be done. If you are the one tasked with doing it, here are a few tips: A. Give the parties a chance to talk. Sometimes people grow frustrated simply because they don’t feel heard — by supervisors or by each other. Ideally, everyone should be able to discuss their concerns jointly. After all, they have to interact often. But if someone needs to talk privately, allow it. B. Make sure you understand what is being said Practice active listening. Repeat the substance of what you heard to make sure you are getting it right. Misunderstandings lead to further conflict. C. Take notes. Notes are an aid to later recall, as well as admissible evidence if it’s needed. They demonstrate you are paying attention and will help you draft any necessary report or plan of action. D. Explain yourself. No one wants to feel kept in the dark, so explain what you are doing and why. E. Expect emotion. Humans are emotional creatures. Conflict generates emotions, expect feelings to play a role, but don’t allow discussions to devolve into personal attacks. F. Let the parties contribute Make it clear that you expect the conflict to stop, and ask the parties for workable solutions. The buck may stop with you, but if the parties contribute to the solution, it is more likely to be durable. G. Use standards if possible If the decision comes down to your personal preference, own it. But if you can, tie the outcome to preexisting rules, policies, or accepted standards of fairness. Neutral standards don’t allow for pushback or accusations of favoritism. You may be able to think of other ways to prevent conflict from becoming worse. This list is not meant to be exhaustive. The Thomas-Kilmann Conflict Mode InstrumentKenneth Thomas and Ralph Kilmann developed the Thomas-Kilmann Conflict Mode Instrument (TKI), used to identify a subject’s general approach to dealing with conflict, or what might be termed his or her conflict personality. This approach varies along two axes: Assertiveness (concern for one’s own interests) and cooperativeness (concern for others’ interests). The TKI lists five styles of managing a conflict. No single style is always appropriate, though people
Not every conflict is cause for concern. When conflict resolution includes proper management, many can be opportunities for change, growth, and innovation for you and those around you. Must-read Articles:
ADR Times delivers daily Alternative Dispute Resolution news, authoritative commentary, expert analysis, practice tools, and guidance on a range of ADR topics: negotiation, mediation, arbitration, diplomacy, and peacemaking. Which is most productive type of conflict?Productive conflict is a type of healthy confrontation. Team members express their different opinions to reach a common solution. It's an important part of healthy communication. Although team members may disagree, everyone's ideas are heard and respected.
What are the 5 conflict handling styles?According to the Thomas-Kilmann Conflict Mode Instrument (TKI), used by human resource (HR) professionals around the world, there are five major styles of conflict management—collaborating, competing, avoiding, accommodating, and compromising.
What is a productive type of decision making conflict?Productive conflict directly addresses the issues in which people have differences of opinion or points of view without devolving into personal attacks. The debate can be lively and impassioned, but it remains focused on the issue that needs to be discussed.
What are some examples of constructive conflict?Examples of constructive conflict
A creative conflict: This could be something like a brainstorming meeting. This generally leads to constructive discussion and debate. A challenge to the status quo: Organizations that learn to listen to those not in decision-making positions benefit from their innovative ideas.
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