1610 - DYNAMICS OF HUMAN COMMUNICATION

1610 - DYNAMICS OF HUMAN COMMUNICATION

T A L K I N G A B O U T C O N F L I C T:

selected terms & concepts that should be part of your discussions in analyzing the Case Studies.

click to go to procedural instructions for S'19

Recommended procedure: Either print out or have this page "up" on your computer as you discuss/analyze your cases. EACH TEAM WILL NEED TO SPECIFICALLY APPLY AT LEAST FOUR(4) OUT OF THIS LIST DURING ITS ANALYSIS DISCUSSION

In no particular order:

THE "STRUGGLE SPECTRUM" (Beebe)
THE FIVE STEP PROCESS
DIALECTICAL TENSIONS
CONSTRUCTIVE CONFLICT vs DESTRUCTIVE CONFLICT
CONFLICT - AS - FEVER [could be a new PPTR!]
CONFLICT MYTHS (is Resolvable / is Avoidable / is only a Misunderstanding / is a sign-of-a-bad-relationship)
TYPES/SOURCES (Beebe's terms = psuedo / simple[ideological] / ego )
POWER SOURCES & POWER PLAYS [incl. Compliance Gaining]
DUAL CONCERNS MODEL [5 C.M.Styles]
MANAGEMENT AREAS [ emo / info / goals / prob-sol]
INTENTION vs IMPACT {What I say isn't always what you hear}
RESPONSE TECHNIQUES: incl. "I" STATEMENTS / PARAPHRASING /
REPAIR/RENEGOTIATION & TERMINATION { Pathological Liar }
"DARK SIDE" BEHAVIORS

tThe list that matches the handout:

THE "STRUGGLE SPECTRUM" (Beebe)

· THE FIVE STEP CONFLICT PROCESS

· CONFLICT TRIGGERS ( general definition )

· CONFLICT TRIGGERS ( prevalent types)

· DIALECTICAL TENSIONS ( special type of trigger)

· CONSTRUCTIVE Conflict vs DESTRUCTIVE Conflict

· CONFLICT MYTHS (is Resolvable / is Avoidable / is only a Misunderstanding / is a sign-of-a-bad-relationship)

· TYPES/SOURCES (Beebe's terms = psuedo / simple[ideological] / ego )

· TYPES/SOURCES (Beebe's terms = psuedo / simple[ideological] / ego )

· POWER SOURCES

· POWER PLAYS [incl. Compliance Gaining|Persuading]

· POWER PLAYS [incl. Negotiation]

· CONFLICT MANAGEMENT STYLES (5) [via ‘Dual Concerns model)

· SKILLS MANAGEMENT AREAS [ emo / info / goals / prob-sol]

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Not in Chapter 8 but from Professor, class discussion & other chapters

· INTENTION vs IMPACT {What I say isn't always what you hear}

· RESPONSE TECHNIQUES: incl. "I" STATEMENTS / PARAPHRASING /

· REPAIR/RENEGOTIATION & TERMINATION { Pathological Liar }

· "DARK SIDE" BEHAVIORS

· CONFLICT - AS - FEVER [could be a new PPTR!]

THE CASE STUDIES THEMSELVES ARE ONLY AVAILABLE IN THE COURSE INFORMATION SECTION IN BLACKBOARD

►Conflict & Relationships◄

Preparing for participation in a case study discussion: S’19v.3/ For posting

1^st: Read/View the appropriate items on Conflict and Conflict Management—including ,

reading the relevant material in Chapters 8 & 10, posted slide shows, & and any

other credible sources you encounter.

2^nd^:For the Focus-on-Conflict class sessions, become familiar with your team’s two(2)

Case-Studies [ posted in Blackboard only] . You will have a few minutes in class to compare notes with

your teammates but most of your 5-7 minute team presentation will be

spontaneous.

Use this basic 4 step process for your personal preparation:

1. In advance of the discussion date, carefully read the specified case study(ies).

2 - Consider all of the significant dynamics you notice in any aspect of the author’s write-up. Pick out at least

two (2) factors that you think are most influential to what is going on. BE PREPARED TO SUPPORT

YOUR CHOICES WITH MATERIAL FROM YOUR READINGS. {Chapters 8-12 & beyond}

Note that some rationales that are already mentioned in the case study were done by an involved party and

those perceptions may have been biased. [ e.g. simple conflict vs ego conflict, assertive vs aggressive vs

passive])

3- Identify 1-2 specific, non-conflict (but also relevant) items from earlier in this semester [ e.g. perception,

culture, self-concept, non-verbals, metacommunication etc ]

4- Consider any signs of relationship “challenges/dark sides” from the chapter on relationship challenges.

[ e.g. presence of anger, level of relationship. Power dimensions, relationship renegotiation]

3^rd: On your own, consider the respective personal conflict-management-styles

of the parties involved. Perhaps you will agree with the writer’s perspective. Perhaps not.

4^th: In class (via class discussion &/or small group sessions) be prepared to succinctly

but concretely analyze the CaseStudy with your classmates as you make specific

recommendations about how the parties can manage/resolve their conflict.

(Your recommendations should be grounded in the specific things you discovered in steps 1,2,3

some suggested categories for your recommendations:

^Ø How the parties can/should handle emotions (p.______) see current edition of text

^Ø How the parties can/should manage information (p.______) see current edition of text

^Ø How the parties can/should be “other-oriented” ( p.______) see current edition of text

^Ø How the parties can/should use negotiation strategies (p._____) see current edition of text

^Ø How the parties can/should determine and deal with unmet needs

[e.g. your goal is to increase our understanding of how conflicts develop, how

certain interpersonal & human communication factors play a role, & how to deal with it.]

ALSO: Be prepared to: play “devil’s advocate” and challenge any recommendation from a classmate that does not seem to be based on the Interpersonal Toolbox that we have been developing over the course of the semester. In other words, our recommendations should be grounded in the knowledge base you have developed over the course of the semester about the dynamics of human communication and reflect ideas and strategies that you have learned.

KEY CONCEPTS LIKELY TO BE RELEVANT:

· CONSTRUCTIVE CONFLICT vs DESTRUCTIVE CONFLICT

· CONFLICT MYTHS (is Resolvable/is Avoidable/is only a Misunderstanding/is a sign-of-a-bad-relationship)

· CONFLICT - AS - FEVER [could be a new PPTR!]

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· TYPES/SOURCES (Beebe's terms = psuedo / simple[ideological] / ego )

· DUAL CONCERNS MODEL [5 C.M.Styles]

· POWER SOURCES [L / R / E / R / C]

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· INTENTION vs IMPACT {What I say isn't always what you hear}

· MANAGEMENT AREAS [ emotions / information / goals / problem-solution]

· RESPONSE TECHNIQUES: incl. "I" statements & Paraphrasing

updated 11/2014