Learning Objectives

1.

Define conflict and explain how you feel when involved in a group
conflict. Conflict is an inevitable part of the life of any group. A group experiences conflict whenever a member's thoughts or acts limit, prevent, or interfere with his or her own thoughts or acts or with those of another member.

2.

Define groupthink and explain its consequences. Conflict is not always a negative force. In fact, the absence or avoidance of conflict can result in groupthink, a problem that occurs when a group allows the desire for consensus to override careful analysis and reasoned decision making.

3.

Distinguish between competitive and cooperative conflict orientations. When a conflict is handled constructively, no one loses and everyone wins. A conflict can be destructive if all the participants are dissatisfied with its outcomes and believe they have lost something. Using cooperative problem-solving methods instead of creating win-lose encounters facilitates constructive conflict resolution.

4.

Identify the benefits and problems that can result from effective and ineffective handling of group conflict. Whether a conflict helps or hinders a group's operation depends on how the members react to it. If they resort to strategies such as blaming, withdrawing, intellectualizing, distracting, and forcing, their effectiveness will be impaired. However, if they discuss the issues calmly, they can break impasses and solve difficulties. Various styles of handling conflict can be plotted on Blake and Mouton's conflict grid. The most effective style is that of the problem-solving collaborator, who takes a win-win approach and has high concern both for results and for the feelings of other people. It is essential to take into account the various cultures that people may reflect in their approaches to conflict and conflict resolution.

5.

Identify behaviors that can be used to resolve conflicts effectively. A number of communication techniques can help us resolve conflicts that occur both online and offline. The first step is simply to recognize that conflicts can be settled rationally-by focusing on the issues, not on personalities. Next we should define the conflict and check the accuracy of our perceptions, using "I" messages, empathic listening, and role reversal, as appropriate. Then we should suggest and assess a variety of solutions to the conflict, choose the best one that is mutually acceptable, and try it out.

2002 McGraw-Hill Higher Education
Any use is subject to the Terms of Use and Privacy Policy.
McGraw-Hill Higher Education is one of the many fine businesses of The McGraw-Hill Companies.