Conflict Flashcards

1
Q

interpersonal conflict

A

Occurs when ones wishes or actions obstruct or impede another wishes or actions

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2
Q

Conflict is

A

Inevitable - peoples moods and preferences are bound to differ

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3
Q

Natural relationship tensions

A

Autonomy vs. connection, openness vs privacy, stability vs change, integration vs separation

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4
Q

Factors associated with increased conflict (4)

A

Personality, attachment style, life stages, additional factors

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5
Q

Personality

A

Impulsive, and people who experience negative emotions have more disagreements. Lack of similarity causes conflict

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6
Q

Attachment style

A

Secure - experience less conflict and manage it better
Anxious and avoidant - prone to conflict

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7
Q

What life stage is associated with conflict

A

young adulthood

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8
Q

Common types of conflict

A

Criticism, illegitimate demands, rebuffs, cumulative annoyances

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9
Q

How do differing perspectives cause conflcit

A
  • actor and observer effects
  • self serving biases
  • attributional conflict: arguing whose point is correct
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10
Q

Strategies for dealing with conflict

A

Avoidance, negotiation, escalation

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11
Q

Discrepancies in approaches to conflict

A

Demanding behaviour vs withdrawing behaviour

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12
Q

Five styles of interpersonal conflict management

A

Competing, collaborating, avoiding, accommodating, compromising

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13
Q

Steps for negotiation and accommodation

A

be attentive, optimistic, value partners and own outcomes, future orientation, third-party perspective, take a break, consider what to do differently

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14
Q

What are 5 ways to end a conflict

A

separation, domination, compromise, integrative agreements, structural improvements

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15
Q

Timeline of conflict

A
  1. event occurs that leads to conflict
  2. arguing about who is correct
  3. addressing or avoiding conflict
  4. complaints, withdrawal, partial communication
  5. working toward a solution - negotiation and accommodation
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16
Q

Opposing motivations (dialects)

A

Autonomy vs. connection, openness vs privacy/closedness, stability vs change, integration vs separation (in terms of social networks)

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17
Q

People who are more similar have

A

less conflict

18
Q

Instigating events:

A

Criticism, illegitimate demands, rebuffs, cumulative annoyances

19
Q

Rebuffs involve

A

One personal appeals to another for a desired reaction and the other person fails to respond as expected

20
Q

cumulative annoyances

A

trivial events that become irritating with repetition

21
Q

attributional conflict

A

fighting over whose explanation is right and whose account is wrong

22
Q

In escalation, how can we say mean things (2)

A

Direct or indirect tactics

23
Q

Emotional flooding

A

when people become overwhelmed by high arousal and strong emotion and are unable, for a time, to think straight

24
Q

Negotiation uses these two conflict tactics

A

Direct - addressing the problem
indirect - not discussing the issue but diffusing the ill feelings

25
Responses to dissatisfaction (4)
1. voice 2. loyalty 3. neglect 4. exit
26
Voice
behaving in an active, constructive manner by trying to improve the situation by discussing matters with the partner
27
Loyalty
Passive, but constructive
28
Neglect
passive but destructive - avoiding discussion of critical issues and reducing interdependence
29
Exit
actively destructive manner by leaving the partner, threatening to end the relationship, or engaging in abusive acts
30
People are more likely to be constructive when
investments are high and the relationship is satisfying
31
Four types of couples dealing with conflict
Volatile, validators, avoiders, hostiles
32
Volatile
Frequent and passionate arguments
33
Validators
behave more like collaborators
34
Hostiles
too much criticism, contempt, defensiveness, and withdrawal, and the longer they last, the more oppressive they become
35
separation
one or both partners withdraw without resolving the conflic
36
domination
one partner gets his or her way
37
Compromise
occurs when both parties reduce their aspirations or gradually change their goals so that a mutually acceptable alternative can be found
38
Integrative agreements
satisfy both partners’ original goals and aspirations, usually through creativity and flexibility
39
Structural improvement
partners not only get what they want but also learn and grow and make desirable changes to their relationship
40
speaker-listener technique
provides a structure for calm, clear communication about contentious issues that promotes the use of active listening skills and increases the chances that partners will understand and validate each other despite their disagreement
41
In the speaker-listener technique
one person gets the floor and other listens