Communication Styles Reaction Paper

Length: 5 pages Sources: 1 Subject: Psychology Type: Reaction Paper Paper: #76898442 Related Topics: Communication Strategy, Communication, Communications, Conflict Resolution
Excerpt from Reaction Paper :

Negotiation and Conflict Resolution

CONFLICT STYLES

Most Valuable Communication Help

Communication is central to the management of conflict and organizational leaders know this too well (Jones & Brinkert, 2008). Possessing the most brilliant ideas or translating them into action means little or nothing unless existing conflict is adequately dealt with. Conflict usually involves communication behaviors in relationships. Chapter 8 discusses the functions of communication in conflict, namely confrontation, confirmation, and comprehension and how coaches help their clients perform these functions. They enable clients to transmit the message on the need for conflict management, which is confrontation; respect and protect individual and cultural identity, which is confirmation; and establish understanding on both sides concerning the conflict, which is comprehension. The individual is the main focus. The client should be able to objectively understand his conflict and craft the correct strategies and skills to address and solve it. The authors propose a coaching model, consisting of four stages. In the first stage, the client breaks the situation in detail from several accounts and viewpoints, In the second stage, the client evaluates the accounts and perspectives by applying the perspectives of identity, emotion and power. In the third stage, he designs a future narrative that connects with the first accounts and perspectives. And under stage four, the coach helps the client create an action plan, based on the three functions. At the same time, the coach applies a learning assessment method in devising a solution and identifying areas of improvement. The authors tackle the importance of assessing needs and how one-on-one coaching could be considered and made part of it. Coaches can take advantage of the client's narrative of events and his interpretation in forming the appropriate response to the conflict and in shaping the precise and effective action plan to deal and solve his own conflicts (Jones & Brinkert).

B. Conflict Styles Framework...

...

It consists of avoidance, accommodation, competition, compromising, and collaboration. Avoidance, according to Thomas and Killman, reflects a low-level self-concern and concern for other. It can take the shape of sub-types, such as protecting or preventing a conflict with the other person or persons; withdrawing or staying out of the situation to avoid further conflict; and smoothing or passively avoiding all sensitive circumstances relating to the conflict. Accommodating is accepting the opposite party's view instead of one's own. It also reflects low self-concern. Sub-types are yielding and conceding. Yielding is giving up without fighting for one's own view or interest. Conceding is giving in after expressing one's position. Competing is struggling to place one's view or interest over that of the opposing party. Subtypes are forcing and contending. Forcing applies power to impose one's view or position. Contending is more flexible without giving up one's view. Compromising consists of giving and yielding and reflects concern for both the self and the other. It works faster than collaboration but cannot work when moral principles are involved. And collaborating gets both parties to meet most or all of their separate interests. It reflects a high level of both self-concern and concern for the opposite party. It is considered the best way to solve important problems and relationships, although it takes more time. Its general principles stress client identification, his own conflict style and the other person's style; cultural backgrounds; behavioral choices; competency in conflict communication; and the limitations of any conflict styles framework (Jones & Brinkert).

It also recommends specific approaches, consisting of conflict style survey tools; debriefing him on a particular conflict situation; introducing individual conflict styles and suggesting their use; and encouraging him to devise his own, based on his preferences and his organization's goals and values (Jones & Brinkert,. 2008).

C. My Natural Conflict Style

Of the five styles, I seldom adopt avoidance if the conflict is serious. It is serious if it affects my work or personal values. If I can peaceably discuss the conflict with the other party, I would opt for it. If it is not possible or advisable or if it fails, I would ask our common superior for assistance. I would not resort to competing. I would much prefer to work for either a collaboration or a compromise if my job or moral principles are not disturbed. If this does not work, my…

Sources Used in Documents:

BIBLIOGRAPHY

Jones, T.S. & Brinkert, R. (2008). Conflict coaching, conflict management strategies and skills for the individual. Sage Publications, Inc.


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