MANAGING CONFLICT

Managing Conflict Technique

• using responses in transaction with others
• reduces the frequency and likelihood of caustic,
angry, defensive, and sarcastic reactions that lead
to conflict
• integrator of opinions and feelings
• lets people see all sides and integrate what they
see into perceptions
Simple Conflict
• when two people or two groups of people KNOW
each other’s goals but NEITHER side can attain its
personal desires WITHOUT PREVENTING the
other person or group from realizing its goal
Pseudoconflict
• may result through INEFFECTIVE communication
• method of eliminating distortions in communication
Ego-Conflict
• when people become emotionally involved to the
point that there is some THREAT to their egos
• putting others down to protect themselves
WHAT IT DOES?
• intended to help people manage their
defensive responses to build relationships not
hinder them
WHY IT DOES IT?
• Conflict is inevitable.
• To completely eliminate conflict if possible.
• Conflict is necessary for learning to take
place.
• The technique will work when you treat people
as they should be treated.
• SIMPLE CONFLICT
▫ Speaking openly and frankly
▫ Treating both the person and idea as being equal to
you.
• PSEUDOCONFLICT
▫ Eliminating distortions that have occurred
▫ Asking clarifications and presenting understanding
• EGO-CONFLICT
▫ Let others speak his/her piece
▫ Helping to describe the conflict that existed
HOW TO DO IT?
Understanding the 3 major assumptions about
relational conflicts.
1.Conflict is inevitable.
2.Conflict is not a dirty word.
3.Conflict arises for many reasons and takes
many forms.
Selecting the form of relational conflict in which you
are involved.
1.The discontinuing of the relationship.
2.The suffering through of the relationship.
3.The dampening of the conflict.
4.Conflict resolution.
5.The managing of conflict.
Being aware of the possible outcomes of conflict management.
SIMPLE CONFLICT
1. Keep the conflict simple.
2. Wait awhile.
3. Face the problem together.
PSEUDOCONFLICT
1. Verify that the pseudoconflict exists.
2. Ask for clarification.
EGO-CONFLICT
1. Do not explain the conflict, describe it.
2. What were the sources of conflict?
WHEN TO USE IT?
• useful dyadic and small group relationships
and appropriate in any situation in which
conflict arises
• when you detect conflict in a human
relationship and desire to motivate others to a
resolution of the conflict
TRANSACTIONAL
ANALYSIS
TRANSACTIONAL ANALYSIS
• a theoretical system for identifying,
describing, and classifying human behavior
• provides some explanations for why
difficulties arise
TYPES OF EGO-STATES
1. Parent
BEHAVIORS: shows caring, consideration,
concern, protectiveness, helping, or love,
shows condescension, authority, rigidity,
punishment, evaluation
TYPES OF EGO-STATES
2. Adult
- deals with current affairs and focuses on rational
decision making
BEHAVIORS: analytical, in control, appropriately
related to the circumstances at hand, objective,
based on the facts, and inquiring
TYPES OF EGO-STATES
3. Child
- resembles those of uninhibited and emotional
children
- spontaneous, hostile, impromptu, and undisciplined
part of our personality
BEHAVIORS: hugging, kissing, crying, yelling,
stamping, laughing, affection, and nastiness
TYPES OF TRANSACTION
1. Complementary Transaction
- reactions seem appropriate and anticipated
and that appear to follow the usual pattern
of human relationships
- can take place between any of the ego-
states
TYPES OF TRANSACTION
2. Crossed Transaction
- unexpected response comes from the
other person
TYPES OF TRANSACTION
3. Ulterior Transaction
- a statement involves two ego-states
- sarcastic statements illustrate the
ulterior transaction
WHAT IT DOES?
• classifies behaviors into simple categories
• reviews and evaluates how well you and those with
whom you interact are getting along
• provides a simple way of identifying differences in
styles of communicating that might be sources of
misunderstanding
WHAT IT DOES?
• makes changes in how you communicate to
increase complementary transactions and reduce
crossed transactions
• provides analytical framework to observe the
behavior of others and assist them in
understanding and changing their behaviors
WHY IT DOES IT?
• We can learn and change the way we act.
• It translates complex psychological events
into personal, nontechnical concepts that can
be applied to everyday behaviors.
HOW TO DO IT?
• Stop interaction with another person, actually or just
mentally, then ask yourself questions.
• Work to have your adult ego-state take analytical
control over your behaviors.
• Begin a step-by-step process of making behavioral
changes evolve a balance among parent, adult, and
child responses in appropriate situations.
WHEN TO USE IT?
• in learning situations in which those involved
are interested in understanding something
• can be used in dyadic and small group
relationships