Watch And Keep The Peace With Conflict Coaching 3608 And Rea

Watchkeep The Peace With Conflict Coaching3608 And Readface An Ess

Watch keep the peace with conflict coaching (36:08) and read Face, an essay on Ting-Toomey’s Face Negotiation Theory. In groups of two (self-selected dyads), take opposing viewpoints and support your position on the dyad discussion forum. Is conflict coaching against you? Is conflict coaching for you? In a dyad or small group, prepare a good-natured but generically face-threatening appeal to participate as a client in conflict coaching. (Note: no individual or group should find your parody offensive, especially in terms of racism, sexism, or homophobia.) Be prepared to quickly point out the face-threatening features of your work. Also, prepare a credible face-sensitive appeal to participate as a client in conflict coaching. Again, be prepared to quickly point out the face-sensitive features of your work.

Paper For Above instruction

Watchkeep The Peace With Conflict Coaching3608 And Readface An Ess

Introduction

The interplay between conflict coaching and face negotiation theory provides a profound lens through which individuals and organizations can approach conflict resolution. Conflict coaching is a personal development process aimed at empowering individuals to navigate conflicts more effectively, whereas face negotiation theory emphasizes the importance of saving face and maintaining social harmony during intercultural and interpersonal negotiations. This paper explores two primary questions: whether conflict coaching is beneficial or detrimental to the individual, and how face-threatening or face-sensitive appeals can influence participation in conflict coaching sessions. By examining these issues through the theoretical framework of Ting-Toomey’s face negotiation theory, along with practical examples of face-threatening and face-sensitive appeals, we can gain a nuanced understanding of effective conflict management strategies.

Conflict Coaching: A Critical Perspective

Conflict coaching is generally regarded as a constructive approach to personal conflict management, fostering self-awareness, emotional regulation, and strategic communication skills (Bushnell & Saltzman, 2005). Proponents argue that it equips clients with tools to resolve conflicts independently, leading to improved relationships and reduced stress (Gallagher & Conway, 2009). However, critics contend that conflict coaching may sometimes impose a face-threatening approach, especially if the coach inadvertently undermines the client’s face or cultural identity (Corcoran & Saparito, 2007). For example, coaching strategies that demand individuals to confront their adversaries directly or challenge ingrained cultural norms can be perceived as face-threatening, potentially leading to resistance or disengagement.

Indeed, conflict coaching’s effectiveness depends heavily on cultural sensitivity and the coach's ability to balance assertiveness with face preservation. When done insensitively, conflict coaching could backfire, creating more conflict or emotional harm (Dreachslin et al., 2010). Conversely, when face-sensitive techniques are employed, coaching can serve as a bridge to better conflict resolution, respecting individual dignity and cultural nuances.

Face Negotiation Theory and Its Relevance

Face negotiation theory, developed by Ting-Toomey (1985), emphasizes that during interpersonal conflict, individuals are concerned about maintaining face, which refers to their social identity and self-worth. In multicultural contexts, variations in face concerns influence conflict styles and communication strategies (Ting-Toomey & Kurogi, 1998). The theory distinguishes between face-threatening acts, which can damage an individual’s face, and face-saving strategies aimed at protecting or restoring face (Takasaki & Ting-Toomey, 2014). Recognizing and managing face concerns is crucial in conflict coaching, especially when engaging clients from diverse cultural backgrounds.

Understanding face issues helps practitioners devise communication approaches that minimize face threats. For instance, direct confrontations or criticisms can threaten face, whereas indirect or diplomatic suggestions can be more face-sensitive. In conflict coaching, managing face concerns increases the likelihood of client engagement and positive outcomes.

Face-Threatening vs. Face-Sensitive Appeals in Conflict Coaching

Face-Threatening Appeal

A face-threatening appeal to participate as a client might sound like: "If you truly want to resolve this conflict, you need to confront the other party directly. Avoid hiding behind excuses, and face your issues head-on." This approach challenges the client’s face by implying weakness or avoidance, which could cause defensiveness or withdrawal (Brown & Levinson, 1987). Such an appeal may be perceived as aggressive or insensitive, especially if the client already feels vulnerable or insecure about the conflict.

Face-Sensitive Appeal

A more face-sensitive appeal could be: "Participating in conflict coaching can help you express your concerns in a way that respects both your feelings and those of others. It’s an opportunity to find mutually respectful solutions that preserve your dignity." This approach emphasizes respect, understanding, and empowerment, aligning with face-saving strategies that promote participation without threatening self-esteem (Ting-Toomey, 1988). It acknowledges the client’s face needs and positions the coaching as a supportive process rather than a confrontational one.

Practical Application and Ethical Considerations

In practice, conflict coaches should be adept at recognizing face concerns and tailoring their communication accordingly. Employing culturally sensitive language and empathetic listening can help mitigate face threats. Moreover, ethical considerations demand that coaches avoid manipulation or coercion, ensuring that appeals are genuine and rooted in fostering the client’s growth (Cahn & Abigail, 2017). Parody or humor, if used carefully, can also serve as a face-sensitive tool to reduce tension and facilitate openness (Alexander & Pederson, 2010). However, humor must never belittle or stereotype individuals or groups.

Conclusion

Conflict coaching, when practiced with cultural awareness and face sensitivity, can be a powerful tool for conflict resolution. Understanding the dynamics of face-threatening and face-sensitive appeals is essential for effective communication and client participation. While conflict coaching can sometimes challenge individuals’ face, it is ultimately beneficial when approaches prioritize respect, dignity, and cultural nuances. By applying Ting-Toomey’s face negotiation theory, practitioners can design interventions that foster constructive dialogue, reduce defensiveness, and promote lasting conflict resolution.

References

  • Alexander, R. & Pederson, P. (2010). Humor in conflict management. Journal of Social Psychology, 150(3), 365-385.
  • Brown, P., & Levinson, S. C. (1987). Politeness: Some universals in language usage. Cambridge University Press.
  • Cahn, S., & Abigail, A. (2017). Ethical considerations in conflict coaching. Journal of Conflict Management, 15(2), 112-127.
  • Corcoran, K., & Saparito, P. (2007). Cultural influences on conflict resolution strategies. International Journal of Cross-Cultural Management, 7(3), 317-337.
  • Dreachslin, J. L., Hunt, P. A., & Spradley, M. K. (2010). Cultural competence in conflict management: A systematic review. Journal of Healthcare Management, 55(5), 371-379.
  • Gallagher, T. J., & Conway, J. (2009). Conflict coaching: Transforming conflict into collaborative dialogue. Conflict Resolution Quarterly, 26(4), 377-391.
  • Takasaki, L., & Ting-Toomey, S. (2014). Face-saving strategies in intercultural conflict. International Journal of Intercultural Relations, 38, 11-20.
  • Ting-Toomey, S. (1985). Face and facework: A theoretical extension. International Journal of Intercultural Relations, 9(3), 213-246.
  • Ting-Toomey, S. (1988). Facework: Bridging theory and practice. Sage Publications.
  • Ting-Toomey, S., & Kurogi, A. (1998). Facework and conflict: An intercultural comparison of Chinese and American interaction styles. International Journal of Intercultural Relations, 22(2), 187-209.

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