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Conflict > Final > Flashcards

Final Flashcards

0
Q

What does family dynamics include

A

Communication and behavioural patterns, finances, employment issues and beliefs about parenting

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1
Q

What does the term dynamics refer to

A

Forces and motions which characterizes a system

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2
Q

What does dynamics of conflict refer to

A

To factors which influence and act upon a conflict situation

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3
Q

List of 13 dynamics of conflict

A

1) position vs interest
2) cultural background and expectations
3) belief and perception of conflict
4) cooperation vs competition
5) characteristics of the issue
6) audience
7) sense of identity
8) threats to social identity(saving face)
9) continuity
10) Involvement of 3rd party
11) perception of balance(gains and concessions)
12) organization and leadership
13) intractability

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4
Q

What does an initial demand represent

A

Their position

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5
Q

What does interest refer to

A

Their underlying need

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6
Q

Position is

Represented by

A

What you say you want

Represented by demands or statements of intent that may have little to do with underlying interests

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7
Q

What constitutes a position in a conflict

A
  • we choose to take position in conflict because we think it is best way of dealing with our needs
  • position is how we choose to represent our interests
  • stating position and refusing to budge may be limiting factor in terms of conflict resolution
  • focusing on position does not produce collaborative resolution
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8
Q

What constitutes an interest in a conflict situation

A
  • interest in conflict is what you actually want
  • interest is your underlying need like freedom opportunity self- actualization, or your needs like jealousy the trail and hopelessness that motivates you to behave in a certain way
  • conflicts often result when we perceive someone else as limiting our interests
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9
Q

What is ethnocentrism

A

It is a believe that a cultural groups way of doing things is better, more moral or more right than other groups ways of doing things

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10
Q

Are individualist or collective culture less confrontational

A

Collective

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11
Q

High context cultures rely heavily on….

A

Situation and nonverbal cues to communicate their feelings. Use space, gestures and physical contact is important part of communication

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12
Q

Low context cultures are …..

A

Uncomfortable around such overt displays and lean towards non contact and highly verbalized interactions

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13
Q

Cultural expectations related to ………
Are ………..
What are the results of these

A

Pride and loss of face are particularly powerful

May result in danger to police and other justice officials unless they are identified

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14
Q

Beliefs are

A

The things that you hold as being true or false, right or wrong

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15
Q

Values are

A

Central and enduring goals in life that individuals feel are important and right

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16
Q

According to EYOLFFSON, conflict is

A

By nature a competitive process with winning as the goal

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17
Q

Competition is

A

The process of striving towards a goal or objective and raises barriers to collaborative resolutions

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18
Q

What are the barriers competition raises to collaborative resolution

A

1) prompting attack and defend behaviours
2) prompting face- saving behaviours
3) focusing on positions rather than interests
4) promoting rigidity

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19
Q

Following ……… Characteristics of conflict can ………….

A

Intrinsic

Impact how it is managed

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20
Q

4 characteristics of conflict that will affect how it is managed

A

1) issue content (is conflict difference of opinion or a difference of principle)
2) issue type (what is the issue about)
3) issue size (how big of an issue is it, is it annoying, relationship or life threatening. Complex issues need to be broken down)
4) issue rigidity (how fixed are the boundaries)

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21
Q

Differences of principle are ……..

A

Value related and tend to be valiantly defended. Loosing a principle based conflict means conceding that fundamental and deeply held principles are flawed.

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22
Q

When thinking about the audience for a conflict what questions circulate

A

1) Who is watching
2) Who will be affected
3) Will anyone beside us care
4) do we represent a group or constituency who expects us to defend our positions
5) if we do not get what we want out of the conflict resolution how it will we explain our actions

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23
Q

According to EYOLFSSON, the stronger a groups sense of identity is……..

A

The more rigid they may present in response to management strategies.

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24
Q

How do group leaders encourage adhesion to norms and expectations

A

By fostering a belief in common cause and reinforcing the need to belong.

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25
Q

EYOLFSSON listed several other dynamics which affect course of conflict and conflict management

A

1) threat to social identity(save face)- social identity is threatened, we may feel strong need to protect our image/reputation
2) Continuity- continuous relationships facilitate constructive outcomes. Convincing argument for community policing which assures both officers and community that relationship will be continuing even if a conflict occurs.
3) involvement of 3rd party- 3rd parties are less likely to be emotionally involved in conflict, not interested/ invested in particular event/result. (Mediation or orbitration)
4) perceptions of balance(gains and concessions)- most easily resolved when both parties perceive that a loss in one area is balanced by a gain in another
5) organization and leadership- grounds with strong leaders are more easy to manage then most cases as the leader can be seen as speaking for the group.

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26
Q

Intractable conflicts defined as conflict that

A
  • go on and on (process rather then proceed)
  • Are destructive
  • Are self-perpetuating
  • Resist any attempts at resolution
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27
Q

Check relationship against following characteristics to see if it is intractable

A

1) exhibit long history of grievances
2) display a strong desire for redness/revenge
3) involve intangible issues such as identity, sovereignty and values
4) involve violent and destructive behaviour
5) have a history of failed peacemaking attempts by 3rd parties

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28
Q

What should you begin with when trying to work towards a resolution (mediator or participate)

A
  • recognize networks of causation
  • circumventing the conflict (increase positivity, decrease negativity without address the conflict directly)
  • welcoming a weak power (3rd party who is trust worthy, non-threatening and reliable may be best catalyst for change)
  • supporting islands of agreement
  • identifying invisible 5% (good parts of relationship, highlight it)
  • capitalize on instability (may cause cracks in conflict which opens opportunity for resolution)
  • rethinking time (seldom a short term solution for Long term conflict)
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29
Q

Significant part of conflict management involves

A

Awareness—- awareness of environment, awareness of other who are involved and awareness of what you are thinking and feeling

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30
Q

What is the key to successful management of conflict

A

Ability to stand outside of yourself and the conflict

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31
Q

What is another word for outside self

A

META SELF

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32
Q

What do skilled negotiator and mediators usually operate with

A

Underlying interests

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33
Q

What areas of communication skills did we cover in reference to conflict

A

1) personal attributes which facilitates conflict communication
2) reflective listening
3) the DAJ trio
4) first person language—- I messages

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34
Q

When you are truly seeking resolution at a deep level you must

A

Allow others to share their thoughts and feelings

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35
Q

Resolution at a deep level only happens when we exhibit what attributes

A

1) warmth
2) genuineness
3) respect

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36
Q

What does warmth mean

A

You communicate your interest in and acceptance of others verbally and non verbally. Implies an open body posture and perhaps a smile

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37
Q

What does genuineness mean

A

Being open about your feelings, thoughts, hopes; expectations, fears, disappointments; values and beliefs

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38
Q

Three + 1 key ingredients for genuineness are

A
  • self awareness
  • self acceptance
  • self expression
  • active listening
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39
Q

What does respect mean

A

Valuing others and believing in another persons ability to solve problems

Accept others even though you may not agree with them

Give them time to think and respond to your questions

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40
Q

4 aspects of active listening process

A

1) paraphrasing
2) reflection
3) empathizing
4) summarizing

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41
Q

What do you do to paraphrase

A

State content of what you have heard but in your own words

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42
Q

What does reflection involve

What statements should you use

A

Mirroring feelings back to others.

Make statement in following forms : you feel ____ because ____ OR do you mean that______

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43
Q

Empathizing- what does this do? What does it mean?

A
  • puts content and feeling in one response

- you not only reflect what they are saying but do so in such a way other person know or senses you understand them.

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44
Q

Summarizing is useful to communicate reflectively…… Give examples when

A
  • before taking action
  • before responding defensively
  • when speaker feels strongly
  • when speaker has a problem they wish to resolve
  • when emotions affecting the ability of speaker to communicate clearly
  • when speaker needs a sounding board
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45
Q

When would reflection not likely to be useful.

A
  • when unable to accept what the other person is saying non-judgementally
  • when you do not trust others ability to make responsible decisions
  • when you are fatigued and not in personal place to do this
  • unable to manage your own emotional response
  • when you want to hide yourself
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46
Q

What is describing defined as?

A

As listing characteristics of objects or situations, describing is saying what you see and what you feel (describing what is real to you)

47
Q

What is assuming

A

Supposing or guessing without proof

May also involve mind reading, could well be a projection of your own thoughts into someone else (barrier to clear communication)

48
Q

What is judging

A

When you are evaluating an object or situation (if negotiate others may feel judged and respond accordingly, even positive it’s still judgement can be helpful if genuine and accurate)

49
Q

What are you doing when you use first person language

A

You are thinking about tousled and your perceptions thoughts and feelings

Describing yourself in a genuine manner

Accepting responsibility for your thoughts feels and perceptions

Accept responsibility for what you are saying and how you are saying it

50
Q

First person language is unlikely to

A

Provoke defensiveness or aggression but is not useful when followed by you language

51
Q

Conflict mapping is a useful tool to___________ but _______

A

Move conflict into analysis phase

Intro of specific process which must be conducted at an intellectual level can assist people who are in conflict to move away from emotional aspects

52
Q

What does conflict mapping allow people to do

A

Move their focus away from one another into an object or process which is outside of themselves

53
Q

What can conflict maps do

A
  • help clarify the picture
  • show relationships
  • help us to return to an analysis of needs
  • requires us to adopt an orderly and systematic process
54
Q

How do you create a conflict map

A

1) identify what problem or issue is (label it in broad terms and write it in the Center, no need to analyze!)
2) who is involved (up to 4 individuals list yourself if involved)
3) needs (what do you really want, major needs, stick with needs not solution)
4) fears (concerns, anxieties, worries. If you think it list it)

55
Q

When completing the form for conflict (to make a conflict map) must remember

A

That it is important to work through the process without worrying about implications and without looking for solutions at this point.

56
Q

The conflict mapping is more about _______ then about ____

A

Process then content

57
Q

Once a conflict map is completed what will you find

A

That communication issues have been identified, info gaps have been exposed and relationships have been clarified

58
Q

How should you read a completed conflict map

A
  • look for new findings and insights into self and others
  • look for common ground and/or shared needs and fears
  • look for common vision and perspectives
  • combine different values and perspectives
  • watch for hidden agendas
  • check for areas of highest difficulty
  • look for leads
  • aim to build wins for all parties
59
Q

Our perceptions of conflict are often related to our

A

Personal beliefs, values and attitudes

60
Q

What are some dynamics that influence conflict

A

Gender
Power
Presence of observers

61
Q

4 categories of formal conflict resolution strategies

A

1) negotiation
2) mediation
3) arbitration
4) litigation

62
Q

What is the spectrum of conflict resolution

A

1) negotiation
2) mediation
3) judicial settlement
4) arbitration
5) trial

63
Q

In negotiation

A 
Parties have more control 
Confidential and flexible
Informal
Parties agree on process and results 
It is collaborative
64
Q

In a trial

A

Parties have less control
It is formal, mandatory rules and structured
Process and decisions are imposed
It is adversarial

65
Q

Negotiation is defined

A

as two or more people conferring in order to reach a mutual agreeable solution

Simplest process

66
Q

Negotiations might take place between?

A

1) friend to friend
2) person to person
3) colleague to colleague
4) employee to boss
5) officer to client

67
Q

Mediation engages?

Focus

A

An independent third party who helps the involved parties to resolve the disputes on their own.

Often on quality issues

68
Q

Many complaints or calls for service are

A

Actually calls for help

69
Q

In mediation who’s involved

Gives opportunity

A

All parties participate

For discussion

70
Q

Since all parties buy into process likelihood of win win outcomes is

A

80% or better

71
Q

What are some opportunities for mediation that might present themselves

A
  • neighbourhood disputes
  • ADR Practices with offenders
  • victim offender reconciliation
  • conflict with supervisor or supervisor
  • non-criminal calls for service
  • complaints about service
72
Q

What does arbitration represent

A

Escalation in terms of outside decision- making and a decrease in terms of control over outcome

73
Q

Arbitration is

A

The last resource. It is a sphere of business that often takes place after mediation fails

74
Q

Arbitration resembles

In what way

A

Judicial process

3rd party receives statements from both parties and makes a decision based on the info provided

75
Q

Participation in arbitration can be

Outcome is

A

Voluntary or compulsory

Legal and binding

76
Q

Other aspects of arbitration are

A
  • arbitrator may be individual or panel and may be appointed by higher authority
  • participants may have legal counsel
  • normally both parties must find arbitrator acceptable (given list, both parties decide)
  • may be expensive
  • likely to Center on contact disputes/ support
  • competition, someone comes out on the bottom
77
Q

Litigation involves

A

Judges and courts

78
Q

What is the process of litigation

A
  • an appointed judge supervises and manages formal judicial process
  • judge makes decision once all info is presented
  • each party can be represented by a lawyer
  • outcome is final and Legally binding- subject to appeals
  • it is expensive
  • outcomes can be win-lose or lose-lose
79
Q

People in negotiations usually have

A

Shared interests with other perks. And some opposing interests BUT if both are sencer about coming to an agreement you will have a common ground or place to start

80
Q

FISHER, URU, PATTON proposed 4 points of principled negotiation

A

1) separate the people from the problem
2) focus on interests, not position
3) invent options for mutual gain
4) insist on objective criteria

(Will help to depersonalize crisis)

81
Q

What are the steps to take in principle one- separate people from the problem

A

Step one= introduce the process by explaining 4 principles, describe what will happen, ALL about communication process must be clear.

82
Q

During principle one- separating people from problem what tools should be used.

A

Psychological tools to handle psychological difficulties

Analytical tools to address substantive issues

HARD OF PROBLEM
SOFT ON PEOPLE

83
Q

What are the steps in principle two- focus on interests not positions

A
  • allow people to tell their stories, then must generate an agenda
  • find common ground
84
Q

Positional bargaining can cause people to

A

Dig in their heels and maintain position to avoid losing face

85
Q

THOMPSON reminds us of process which is important in principle two by LEAPS acronym. What does it mean

A 
Listen
Empathize
Ask
Paraphrases
Summary
86
Q

What is involved in principle 3- invent options for mutual gain

A
  • work from common group with partner to create additional options to explore
  • leave room for creativity
  • can use brainstorming techniques to create large number of quality ideas
  • ask questions like how do you think we can find a place to agree, where is middle ground, what can we agree on
87
Q

What does principle three- invent options for mutual gain help

A

Helps to define structure and limit conflict

Helps parties to see beyond their normal boundaries and expectations

88
Q

What are the steps to take in principle 4- insist on objective criteria

A
  • ask more questions like what way is this working for you and what way is it not
  • refer to objective standards or appeal to outside sources to judge quality of agreements
89
Q

What does principle four- insist on objective criteria helps with and allows

A

Helps to separate people from problem

Allows negotiators to work together to identify possible measures of fairness

90
Q

What is the problem solving method

A

Basically it is a logic and reasonable method of problem solving which can be applied to everyday issues and solving greater scientific problems of the world

91
Q

What are the six steps in the problem solving method

A

1) assess situation
2) define the problem
3) seek alternatives
4) choose the best one
5) implement
6) feedback

92
Q

What are some emotional needs that we will experience during negotiation process

What can these feelings lead to

What is a way to protect yourself

A
  • wanting to be helpful
  • wanting to make the other person happy
  • wanting to have the conflict over with

To making an agreement you should have rejected

Having a bottom line

93
Q

What is BATNA

A

Best alternative to negotiation agreement

94
Q

What does your bottom line represent

A

Point at which walking away makes more sense then making a deal

95
Q

What are 5 general guidelines for negotiation in policing

A

1) containment
2) teamwork
3) intelligence
4) investigation
5) time

96
Q

When is third party intervention used

A

When two parties can not resolve a conflict

97
Q

When is mediation the best option

A
  • when both parties have an interest in continuing their relationship
  • other options for resolving are less suitable
  • not dealing with conflict is unacceptable to both parties
  • power balance is fairly even/equal
  • both parties are participating voluntarily
  • issue is specific and can be resolved through changes in behaviour
98
Q

Four steps fir mediation

A

1) introduction (set tone, defining place time, clarifying process, developing trust)
2) telling the stories (what brought each person here, general agenda)
3) developing understanding (explore issues, move from position to interest, toughest stage)
4) reaching a mutually agreeable solution (problem solving, general options)

99
Q

Why is mediation becoming an increasing part of the justice system

A
  • the expense of litigation
  • likelihood of actual change occurring
  • not one person winning and one person loosing
100
Q

Traditional application of law took place through a policing style known as

A

Reactive policing

101
Q

Reactive policing means

A

Officer reacted to situation, exercised their power to bring situation under control

It is competitive, adversarial, Us vs them style and negotiation is non existent

102
Q

What was the goal of reaction policing

A

Control. Officer is authority

103
Q

What is the heart of collaborative and positive approach

What is this apart of

A

Principle of negotiation, mediation, dispute resolution, alternative dispute resolution

Part of community policing

104
Q

What are some question officers on the street are expected to ask to themselves when approaching service

A

What are the roots of the problem

How can I make problem go away

105
Q

What program may you encounter when using conflict management, negotiation and mediation skills

A
  • family group counselling
  • criminal justice forum
  • victim- offender mediation
  • sentencing circle
  • healing circle
  • alternative dispute resolution programs
  • alternative measures program
106
Q

What does restorative justice have its roots in

A

“To restore”

To return to former or natural state

107
Q

Restorative justice suggests a form of justice that

A

Returns both victim and offender to more harmonious relationship

108
Q

Who can initiate restorative justice, when can it be initiated

A

Initiated by police, crown prosecutor, courts and corrections

When: 1) pre charge

        2) post charge and pre conviction( charges laid but offender admits guilt and agrees to restorative justice plan)
       3) post conviction and pre sentencing (convicted but agrees to some alternative to traditional punishment) 
       4) post sentencing and pre reintegration (offender completed sentence and agrees to some form of restorative measures as part of early release plan)

Most cases victim must agree to be apart

109
Q

What does alternative dispute resolution refer to

A

Specific programs found in both civil courts and criminal courts

110
Q

When can they be referred to alternative dispute resolution

What are some of the programs

A

When circumstance of the case warrant it and the participants agree

Community justice forums
Sentencing circles
Youth justice committees

111
Q

What is the general wisdom of alternative dispute resolution programs

A

That they are only suitable for minor offences

May not be practical or effective for all criminal situations

112
Q

You can not negotiate effectively without

A

Being warm, genuine, respectful and flexible

113
Q

________ and ________ are both employed extensively in justice system. Why?

A

Negotiation mediation

To keep people out of the criminal justice system this relieving those in dispute and courts of considerable expense and time

114
Q

What does restorative justice do

A

Restores relationship between offender and community

Solves problems and deals with community issues thus reducing crime and enhancing community safety

Conflict (2 decks)

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