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HLST 154 - Professional Communication > Chapter 10: Interpersonal Conflict (Lessons 17 & 18) > Flashcards

Chapter 10: Interpersonal Conflict (Lessons 17 & 18) Flashcards

1
Q

Interpersonal Conflict

A

occurs in interaction with real or perceived incompatible goals, scarce resources, or opposing viewpoints

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2
Q

Conflict can be expressed _____ or _______

A

verbally or nonverbally

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3
Q

When conflict is well managed it has the potential to lead to…

A

more rewarding and satisfactory relationships

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4
Q

Passive Communicator

A

-puts the rights of others before their own
-tend to be apologetic or tentative
-do not speak up if they feel they are being wronged

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5
Q

Aggressive Communicators

A

-advocate for their rights, despite possibly violating the rights of others
-communicate in a way that tells others their feelings don’t matter

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6
Q

Assertive Communicators

A

-respect the rights of others while also standing up for themselves
-direct but not insulting or offensive
-conveys information on facts and feeling without being disrespectful
-uses the “I” phrases

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7
Q

Strategies for Assertive Communication

A

-“I feel”
-“I understand”
-“Help me to understand”

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8
Q

Which communication method do aggressive communicators use?

A

“you” messages and the receivers feels as though they are being verbally attacked

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9
Q

When giving feedback, what is needed to back up your comments?

A

objective data

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10
Q

Is conflict a sign of poor relationships?

A

no

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11
Q

3 Common Misconceptions of Conflict

A
  1. conflict can be avoided
  2. conflict can always be resolved
  3. conflict is always bad
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12
Q

Conflict vs. Confrontation

A

-conflict is when two parties are involved and intend to resolve
-confrontation is a personal attack

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13
Q

Global Labels

A

-a type of unsupportive message
-labeling someone calls their whole identity into question
-ie. “you are a liar”

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14
Q

Sarcasm

A

-a type of unsupportive message
-often disguised as humour but usually represents passive-aggressive behaviour
-indirect communication of negative feelings

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15
Q

Dragging Up the Past (gunnysacking)

A

-a tactic used when people avoid discussing the current situation

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16
Q

Negative Comparisons

A

-holding a person up to another person’s supposed standards
-leads to feelings of inferiority

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17
Q

Judgemental Messages

A

-accusatory messaged that go beyond labelling but don’t describe a behaviour in a productive way

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18
Q

Threats

A

-threatening with violence or negative consequences
-overcompensate a person’s insecurity
-lead to conflict

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19
Q

Competing

A

-high concern for self, low concern for others
-strive to ‘‘win’’ at the expense of the ‘‘loss’’ of someone else
-using power in a coercive or non-coercive way

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20
Q

Non-coercive Strategies

A

-requesting - less info required
-persuading - more info required

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21
Q

Coercive Strategies

A

-violate ethical communication
-profanity, yelling, threats, punishment

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22
Q

Avoiding

A

-low concern for self and others
-no direct communication takes place

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23
Q

Hinting and joking also fall under the _______ style

A

avoiding

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24
Q

Accommodating

A

-low concern for self and high concern for others
-often viewed as passive or submissive
-doing what the other person wants

25
Q

Compromising

A

-moderate concern for self and others
-not win/win but a partial win/lose
-both parties give something and gain something
-may be used as an easy way out

26
Q

Collaborating

A

-high degree of concern for self and others
-indicates investment in the conflict situation and the relationship

27
Q

Which conflict resolution style takes more work?

A

collaborating

28
Q

What does the collaboration style lead to?

A

a win/win situation where neither party has to make concessions

29
Q

Tips for collaborating and achieving a win/win

A

-avoid viewing conflict as a contest
-be flexible, solutions are yet to be discovered
-separate between the person and the problem
-determine underlying needs
-identify shared interests
-ask questions to clarify their perspective

30
Q

Step 1 in Problem-Solving

A

identify the problem(s)

31
Q

Step 2 in Problem-Solving

A

Analyze how the problem arised and why the conflict is happening

32
Q

Step 3 in Problem-Solving

A

Identify the goals and needs of each person

33
Q

Step 4 in Problem-Solving

A

Identify solutions that might solve the problem and meet the goals and needs of both parties

34
Q

Step 5 in Problem-Solving

A

-Evaluate the solutions and consider if it will solve the problem and satisfy goals and needs
-what potential issues may arise

35
Q

Approaching a Conflict: Prepare

A

-define your problems and goals
-brainstorm potential solutions
-how, when, where will you approach the other person?

36
Q

Approaching a Conflict: Take Ownership

A

-recognize how both people play a role in the conflict

37
Q

Approaching a Conflict: Be assertive, not aggressive

A

-state the message clearly
-be respectful
-don’t attack or blame

38
Q

Approaching a Conflict: Start with the facework

A

-avoid embarrassing, blaming
-ie. “You may not have meant it this way…”

39
Q

Approaching a Conflict: Describe the conflict in terms of behaviour, consequences, feelings

A

includes the behaviours involved, the consequences of those behaviours, and how it makes you feel

40
Q

Behaviours

A

-what is the behaviour? when did it occur?
-ie. “I noticed recently that…”

41
Q

Consequences

A

-why are you bothers or what has happened due to the behaviour

42
Q

Feelings

A

-describe the experienced emotions
-ie. “I feel…”

43
Q

Approaching a Conflict: Use “I” Statements

A

-ie/ “I interpret this behaviour to mean…”

44
Q

Approaching a Conflict: Make sure the other person understands your problem

A

-invite them to paraphrase and ask additional questions
-don’t be offended or deterred if they have trouble understanding

45
Q

Approaching a Conflict: Phrase your solution in a way that focuses on common ground

A

-identify solutions that meet both goals
-utilize a collaborative approach

46
Q

Responding to Conflict: Listen to what the other has to say

A

-listening de-escalates the situation

47
Q

Responding a Conflict: Validate what the other person has to say

A

-you don’t need to agree
-show that you recognize or understand

48
Q

Responding a Conflict: Take ownership and apologize if necessary

A

-offer a sincere apology
-not apologizing can result in long term feelings of resentment

49
Q

Responding a Conflict: Ask the other person for preferred solutions or engage in problem-solving

A

-work together to brainstorm
-think outside the pox
-evaluate suggestions

50
Q

Criticism - Conflict Triggers

A

-comments that evaluate another person’s personality, behaviour, appearance, life choices

51
Q

Demands - Conflict Triggers

A

-especially if the demand is viewed as unfair or irrelevant
-tone of voice and context are important
-consider making a request instead

52
Q

Cumulative Annoyance - Conflict Triggers

A

-building of frustration or anger that occurs over time

53
Q

Rejection - Conflict Triggers

A

-can lead to conflict when comments or behaviour are perceived as invalidating

54
Q

STLC Conflict Model

A

-Stop: take your time and pay attention
-Think: about your communication
-Listen
-Communicate

55
Q

Owl

A

-collaborating
-value goals and friendships
-conflict is a problem to be solved
-strive to resolve tension and maintain the relationship

56
Q

Turtle

A

-avoiding
-value avoiding confrontation over goals and relationships
-easier to withdraw from conflict than face it

57
Q

Shark

A

-competing
-value goals over relationships
-try and overpower others

58
Q

Teddy Bear

A

-accommodating
-value relationships over their own goals
-want to be liked by others
-smooth over conflict to prevent relationship damage

59
Q

Fox

A

-compromising
-moderately concerned with both goals and relationships
-give up a part of their goals and persuade others to give up some of theirs too

HLST 154 - Professional Communication (9 decks)

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