After Reading The Chapter Entitled Conflict And Interpersona ✓ Solved

After Reading The Chapter Entitled Conflict And Interpersonal Comm

After reading the chapter entitled "Conflict and Interpersonal Communication" from the Week 7 Learning Resources answer the questions 1 and 2.

1. Please complete a-f. Be descriptive in your responses and include the letter with each answer.

• a. Describe a conflict that you are experiencing.
• b. Examine/describe the relationship between you and the "other person".
• c. Examine/describe the situation.
• d. Describe the other person involved in the conflict.
• e. Identify your goals.
• f. Now select the conflict style (avoiding, accommodating, competing, compromising, or collaborating) most appropriate based on your answer to a-e. Share why you feel the style is most appropriate. Be descriptive in your response.

2. Of the conflict triggers discussed (demands, cumulative annoyance, rejection, one-upping, and mind reading) which one do you find most often triggers a negative reaction from you? What strategies can you use to better manage the trigger and more effectively manage conflict?

Read the "Survey of Communication Study/Chapter 9 - Interpersonal Communication" (pp. 9-11) found in the Week 7 Learning Resources and then answer question 3.

3. Conflict is not always negative in a relationship. How do we distinguish between constructive and destructive conflict? Where is the line we draw in order to keep it constructive? And how can we (or can we ever) ensure that the other person sees whether the conflict is constructive or destructive?

Paper For Above Instructions

Conflict is a common aspect of interpersonal communication, and it can arise in various relationships including those between friends, colleagues, or family members. This paper addresses the questions reflecting on current conflicts and strategies for managing conflict more effectively.

1. Description of Conflict

a. Recently, I have been experiencing a conflict with a colleague regarding the project timelines. We have differing approaches to how we allocate tasks and deadlines which has led to frustration on both sides.

b. The relationship with this colleague is one of professional collaboration. We have worked together for over a year, and while we normally communicate well, this particular situation has strained our rapport. Mutual respect exists, but the tension has caused some discomfort in our interactions.

c. The situation arose during a team meeting where deadlines were discussed. I proposed a timeline that I believed was reasonable based on my workload, while my colleague advocated for a more aggressive schedule. This disagreement escalated as we both stood firm on our positions, leading to moments of tension and unproductive dialogue.

d. The other person involved in this conflict is a senior team member with extensive experience in the field. They are typically assertive in discussions, and while they are competent, their need for strict adherence to deadlines often clashes with my more flexible approach. This discrepancy in our styles has been a source of ongoing friction.

e. My primary goal in this conflict is to reach an agreement that acknowledges both our perspectives while ensuring that the project remains on track. I aim to foster a collaborative spirit that will allow us to work together more effectively moving forward.

f. Based on my reflections on a-e, I believe that the collaborating style of conflict resolution is most appropriate. This approach encourages open communication and seeks to find a solution that satisfies both parties. Given that we respect each other’s opinions, collaborating would allow us to articulate our viewpoints and work towards a joint resolution that actively considers both of our needs.

2. Triggers of Negative Reactions

Among the conflict triggers discussed, cumulative annoyance often triggers a negative reaction from me. When small grievances accumulate, they can lead to disproportionate responses. A strategy to manage this trigger more effectively is to practice proactive communication. Addressing minor issues as they arise, rather than allowing them to build, can prevent future conflicts. Additionally, mindfulness practices have proven useful in managing my emotional reactions, providing space to reflect before responding.

3. Understanding Constructive vs. Destructive Conflict

Conflict is not inherently negative; it can be constructive or destructive depending on how it is approached and managed. Constructive conflict leads to growth, understanding, and stronger relationships, while destructive conflict may result in resentment and deterioration of communication.

To distinguish between the two, the line typically involves the intention behind actions and communication. Constructive conflicts often include open dialogue, active listening, and a focus on problem-solving, while destructive conflicts may involve blame, personal attacks, or avoidance. Recognizing patterns in conflicts can help in assessing their nature.

To ensure the other party understands whether the conflict is constructive or destructive, clear communication about intentions is key. Setting a tone of respect and understanding can greatly influence how the conflict is perceived. Additionally, seeking feedback and establishing common goals can help maintain constructive dialogue.

Conclusion

Conflict, while often viewed negatively, provides an opportunity for growth and improvement in interpersonal relationships. By employing effective conflict styles and managing triggers calmly and proactively, individuals can navigate conflicts constructively.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Deutsch, M. (1973). The Resolution of Conflict: Constructive and Destructive Processes. Yale University Press.
• Wilmot, W. W., & Hocker, J. L. (2011). Interpersonal Conflict. McGraw-Hill.
• Watzlawick, P., Beavin, J. H., & Jackson, D. D. (1967). Interactional View. Norton & Company.
• Blake, R. R., & Mouton, J. S. (1985). The Managerial Grid III: The Key to Leadership Excellence. Gulf Publishing Company.
• Johnson, D. W., & Johnson, R. T. (2013). Conflict Resolution: Essentials of Negotiation. Pearson.
• Rubin, J. Z., Pruitt, D. G., & Kim, S. H. (1994). Negotiation Theory and Practice. Harvard University Press.
• Goleman, D. (2006). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Carnegie, D. (1981). How to Win Friends and Influence People. Simon & Schuster.
• Johnson, S. M. (2004). The Practice of Emotionally Focused Couple Therapy. Routledge.