PRINCIPAL BEHAVIOR

GROUP CENTERED

LEADER CENTERED

Gerald D. Vargas
PRINCIPAL BEHAVIOR
GROUP CENTERED

Allows group to diagnose its own needs.

Tries to facilitate communication in group
during this process.

LEADER CENTERED

Finds out as much as possible about group’s

needs, in order to provide group with situation
where it can get what it needs.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Allows group to plan its own experiences.

Tries to facilitate communication during this
process.

LEADER CENTERED

Plans specific learning situations and/or group

experiences from which group may draw
insights.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Avoids making decisions for group, except

those which facilitate bringing members
together initially.

LEADER CENTERED

Makes decisions from group when group

seems too immature to make correct decisions.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Preparation involves doing things that will

improve has own contributions to group.

LEADER CENTERED

Preparation involves doing things that will

improve his own contribution and things that he
feels group needs.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Tries to lose his special status/position so

that he can participate in decision- making
without having his contributions given special
consideration by group.
LEADER CENTERED

Uses influence of his special status position in

group to bring about decisions or to guide
group in certain directions.
PRINCIPAL BEHAVIOR
GROUP CENTERED
Leaves responsibility with each member for
participating. Tries to facilitate group’s
developing a permissive and accepting
atmosphere by being permissive and
accepting as he can.
LEADER CENTERED

Facilitates participation by subtle or direct

methods of involving each member in group
activity.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Sets limits in terms of his ability to be

accepting of group action.

LEADER CENTERED

Sets limit more in terms of what will be best

for the group.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Wants to contribute resources like any other

member of group. Tries to avoid being used
by group as only chief resource person.

LEADER CENTERED

Wants group members to use him as the

special resource person, and generally lets
himself be used by group in this way.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Tries to understand members’ expressed

wishes for him to behave in some particular
role, but does not always feel compelled to do
so.
LEADER CENTERED

Usually accedes to members’ wishes that he

play some particular role or else tries to
convince them that another role is best.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Tries not to influence others to play some

particular role.

LEADER CENTERED

Often influences or directly manipulates

members to play some particular role.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Tries not to think beyond the level of

expressed understanding of group members,
feeling that only meaningful insights will be
those arrived at by members themselves.
LEADER CENTERED

Often interprets group’s behavior in order to

give members understanding they might not
acquire themselves.
PRINCIPAL BEHAVIOR
GROUP CENTERED
Tries not to be perceived as leader,
believing that as long as he is so perceived,
group members will not be completely free to
be themselves and often will react to his
contributions either submissively and
uncritically or with hostility and resistance.
LEADER CENTERED
Tries to be perceived as “the leader,”
believing that he will, thus, be better able to
control the situation to meet group’s needs.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Takes no special responsibility for seeing

that group evaluates its achievement or its
progress.

LEADER CENTERED

Takes special responsibility to ensure that

evaluative function is carried out in group.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Tries to lose his “official role” in order to be

free to resist group needs for independence
and to reduce his own anxiety about the
outcome of group action.
LEADER CENTERED

Tries to reinforce his “official role” in order to

have more influence on the group action.
PRINCIPAL BEHAVIOR
GROUP CENTERED

Takes no special responsibility to reduce

anxiety to resolve tension, etc. Feels such
elements are inevitable consequence of group
interaction.
LEADER CENTERED

Takes special responsibility to reduce

anxiety and to resolve tension. Feels such
elements hinder group purposes and should be
avoided.
 CONFLICT
RESOLUTION
Pretty Marie C. Tambule | Reporter
CONFLICT RESOLUTION
is a way for opposing parties to find a peaceful solution
to their disagreement that leaves all parties reasonably
satisfied.
is a valuable skill which is necessary for mutual
understanding between physiotherapists,
interprofessional teams and their patients, groups, and
many others. Effective conflict resolution can serve as an
enhancer of therapeutic relationships, facilitating
understanding and appreciation for differences (Brandt,
2001).
CONFLICT MANAGEMENT STYLES
HOW SHOULD YOU RESOLVE CONFLICT?
THERE ARE SEVEN STEPS TO SUCCESSFULLY
NEGOTIATING THE RESOLUTION OF A CONFLICT:

1. Understand the conflict

2. Communicate with the opposition
3) Brainstorm resolutions
4) Choose the best resolution
5. Use a third party mediator
6. Explore alternatives
7. Cope with stressful situations and pressure tactics
HOW SHOULD YOU RESOLVE CONFLICT?
1) UNDERSTAND THE CONFLICT

Conflicts arise for a variety of different reasons. It is important

for you to define clearly your own position and interests in the
conflict, and to understand those of your opponent.
2) COMMUNICATE WITH THE OPPOSITION

Now that you have thought through your own interests and
those of the other party, you can begin to communicate
directly with your opposition.
TIPS: Listen. Be an active listener.
Talk about your strong emotions.
Don't, however, react to emotional outbursts!
Avoid early judgments.
Find a way to make their decision easy.
HOW SHOULD YOU RESOLVE CONFLICT?
3) BRAINSTORM POSSIBLE RESOLUTIONS
Look at all of the interests listed, for you and for your
opponents, and look for common interests. Often both parties
share many interests - for example, both parties may want
stability and respect.
4) CHOOSE THE BEST RESOLUTION
The goal here is to use both groups' skills and resources to get
the best result for everyone. Which resolution gives both groups
the most? That resolution is probably the best one.
5) USE A THIRD PARTY MEDIATOR

This is a person who is not from the parties or member involved,

but whom both parties trust to be fair. Your mediator can help
both sides agree upon a standard by which you'll judge your
resolution.
HOW SHOULD YOU RESOLVE CONFLICT?
6) EXPLORE ALTERNATIVES

There may be times when, despite your hard work and good
will, you cannot find an acceptable resolution to your conflict.
In order to come up with an alternative, start by brainstorming.
Then, consider the pros and cons of each alternative. Think
about which alternative is realistic and practical.
- Roger Fisher and Danny Ertel call this alternative your BATNA -- Best Alternative To a
Negotiated Agreement.
7) COPE WITH STRESSFUL SITUATIONS AND
PRESSURE TACTICS
Be prepared to negotiate with all kinds of opponents, both
reasonable and unreasonable. All of these situations are
stressful, and intended to put extra pressure on you to make a
quick decision in the opposition's favor. So, stay calm and go
slow. Don't get angry or make a rushed decision. Instead, talk
about the pressure tactic without judging.
 THANK YOU FOR LISTENING!
HOPE YOU LEARNED SOMETHING
FROM US :)
STAY SAFE AND GOD BLESS!

REFERENCES:
1) Editorial Team, I. (2022). 5 Effective Conflict Resolution Strategies | Indeed.com. Indeed Career Guide. Retrieved 16 February 2022, from
https://www.indeed.com/career-advice/career-development/conflict-resolution-strategies?fbclid=IwAR1RhwfmEbIGDsVfU4zw6I7i-
_Hx6pTOu7k6a_A76_SIHSwafPCLNWSTWUM.
2) Management Styles & Communication Conflicts. Communication in Physiotherapy. (2022). Retrieved 16 February 2022, from
https://18692222communication.wordpress.com/management-styles-communication-conflicts/.
3) Mathews, S. (2022). Conflict Management. - ppt download. Slideplayer.com. Retrieved 16 February 2022, from https://slideplayer.com/slide/12864750/.
4) Wolff, R., & Nagy, J. (2022). Chapter 20. Providing Information and Enhancing Skills | Section 6. Training for Conflict Resolution | Main Section | Community
Tool Box. Ctb.ku.edu. Retrieved 16 February 2022, from https://ctb.ku.edu/en/table-of-contents/implement/provide-information-enhance-skills/conflict-
resolution/main.