Chapter 11's title is Managing Interpersonal Conflicts. Many people are often sucked into the idea that all conflict is negative and no good can come out of a conflicting situation. While the term conflict is typically used in a negative tone, conflict actually can be used as a springboard to help solve potential future confrontations without even seeing their effects. The book lists a few different ways that a communicator in a situation can respond to a conflict: avoiding, accommodating, competing, compromising, or collaborating. It states that most of these different methods of responding have a necessary time, and not one method will always be the most beneficial, although some may be more helpful than others in many situations.
From the textbook: "The way a conflict is handled is not always the choice of a single person, because the parties influence each other as they develop a relational conflict style. This style may be complementary, symmetrical, or parallel; it can involve a combination of intimate and aggressive elements; and it can involve constructive or destructive rituals."
I heard someone speak about managing conflict in a work place or with customers and it was interesting to hear what they talked about for the most part. They stressed heavily that not all conflict was negative or a bad thing, and many times, conflict can turn out to be a good thing. One of the things she said that caught my attention was that if there is no conflict, then there are essentially no new ideas. However, when there IS conflict, it can show that different people are approaching a certain situation differently. This difference of approach can benefit a company or organization as it tries to represent and appeal to multiple points of view. If the company never has any opposition to some of the normal operating procedures and the "way we've always done it", it can create a situation where they are stuck in their ways and have no new fresh input from a fresh perspective. For example, an older manager in a position could benefit from a "conflict" with a younger manager, whose style might more reflect the interests of the market that the organization is trying to serve. I really enjoyed this chapter in seeing how resolving conflict in a positive manner, with a win-win scenario for all parties can greatly assist in creating a better atmosphere for all who are involved.
From the textbook: "The way a conflict is handled is not always the choice of a single person, because the parties influence each other as they develop a relational conflict style. This style may be complementary, symmetrical, or parallel; it can involve a combination of intimate and aggressive elements; and it can involve constructive or destructive rituals."
I heard someone speak about managing conflict in a work place or with customers and it was interesting to hear what they talked about for the most part. They stressed heavily that not all conflict was negative or a bad thing, and many times, conflict can turn out to be a good thing. One of the things she said that caught my attention was that if there is no conflict, then there are essentially no new ideas. However, when there IS conflict, it can show that different people are approaching a certain situation differently. This difference of approach can benefit a company or organization as it tries to represent and appeal to multiple points of view. If the company never has any opposition to some of the normal operating procedures and the "way we've always done it", it can create a situation where they are stuck in their ways and have no new fresh input from a fresh perspective. For example, an older manager in a position could benefit from a "conflict" with a younger manager, whose style might more reflect the interests of the market that the organization is trying to serve. I really enjoyed this chapter in seeing how resolving conflict in a positive manner, with a win-win scenario for all parties can greatly assist in creating a better atmosphere for all who are involved.
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