Intercultural Communication Ch. 11

Front 1

Conflict

Back 1

The interference between two or more interdependent individuals or groups of people who perceive incompatible goals, values,or expectations in attaining those ends

Front 2

Characteristics of Low-conflict societies

Back 2

1. Interpersonal practices that build security and trust
2. Preference for joint problem solving
3. Emphasis on the restoration of social harmony
4. Strategies of conflict avoidance

Front 3

Dialogue

Back 3

Conversation that is "slow, careful, full of feeling, respectful, and attentive

Front 4

Facework

Back 4

Communication strategies used to "save" our own or someone else's "face" or public image

Front 5

Five styles of managing conflicts

Back 5

1. Dominating
2. Integrating
3. Compromising
4. Obliging
5. Avoiding

Front 6

Dominating Style

Back 6

Individual achieves his or her goal at the expense of others needs

Front 7

Integrating Style

Back 7

The open and direct exchange of information in an attempt to reach a solution acceptable to both parties

Front 8

Compromising Style

Back 8

Involves sharing and exchanging information to the extent that both individuals give up something to find a mutually acceptable decision

Front 9

Obliging Style

Back 9

Playing down differences and incompatibilities while emphasizing commonalities

Front 10

Avoiding Style

Back 10

Low concern for the self and others. This strategy may be seen as tactical in maintaining harmonious relationships

Front 11

Intermediary

Back 11

In a formal setting, a professional third party, such as a lawyer, real estate agent, or counselor, who intervenes when two parties are in conflict. informal intermediaries may be friends or colleagues who intervene

Front 12

Mediation

Back 12

The act of resolving conflict by having someone intervene between two parties

Front 13

Pacifism

Back 13

Opposition to the use of force under any circumstances

Front 14

Social conflict

Back 14

Conflict that arises from unequal or unjust social relationships between groups

Front 15

Social Movements

Back 15

Organized activities in which individuals work together to bring about social change

Front 16

Conflict as opportunity

Back 16

The "opportunity" orientation to conflict is the one most commonly represented in U.S. interpersonal communication text.
1. Conflict is a normal, useful process
2. All issues are subject to change through negotiation
3. Direct confrontation and conciliation are valued
4. Conflict is a necessary renegotiation of an implied contract- a redistribution of opportunity, release of tensions, and renewal relationships

Front 17

Conflict as destructive

Back 17

1. Conflict is a destructive disturbance of the peace
2. The social system should not be adjusted to meet the needs of members; rather, members should adapt to established values
3. Confrontations are destructive and ineffective
4. Disputants should be disciplined

Front 18

Types of Conflict

Back 18

1. Affective conflict
2. Conflict of Interest
3. Value conflict
4. Cognitive conflict
5. Goal conflict

Front 19

Affective

Back 19

Occurs when individuals become aware that their feelings and emotions are incompatible

Front 20

Conflict of Interest

Back 20

Describes a situation in which people have incompatible preferences for a course of action or plan to pursue

Front 21

Value conflict

Back 21

Occurs when people differ in ideologies on specific issues

Front 22

Cognitive conflict

Back 22

Describes a situation in which two or more people become aware that their thought processes or perceptions are incongruent

Front 23

Goal conflict

Back 23

Occurs when people disagree about a preferred outcome or end state

Front 24

Gender, Ethnicity, and Conflict

Back 24

The choice of conflict style may be influenced by culture, gender, and ethnicity

Front 25

Productive Vs. Destructive conflict

Back 25

Productive:
1. Productive conflict, individuals or groups narrow the conflict in terms of definitions, focus, and issues.
2. Individuals or groups limit conflict to the original issue
3. Individuals or group direct the conflict toward cooperative problem solving
4. Individuals or groups trust leadership that stresses mutually satisfactory outcomes

Front 26

Productive Vs. Destructive conflict

Back 26

Destructive:
1. They escalate the issues or negative attitudes
2. They escalate the conflict from the original issues, with any aspect of the relationship open for reexamination
3. Strategies involve the use of power, threats, coercion, and deception
4. the polarize behind single-minded and militant leadership

Front 27

Competition Vs. Cooperation

Back 27

Competitive atmosphere will promote coercion, deception, suspicion, and rigidity, and lead to poor communication.
Cooperative atmosphere will promote perceived similarity, trust, and flexibility, and lead to open communication

Front 28

Value conflict

Back 28

Occurs when people differ in ideologies on specific issues

Front 29

Cognitive conflict

Back 29

Describes a situation in which two or more people become aware that their thought processes or perceptions are incongruent

Front 30

Goal conflict

Back 30

Occurs when people disagree about a preferred outcome or end state

Front 31

Gender, Ethnicity, and Conflict

Back 31

The choice of conflict style may be influenced by culture, gender, and ethnicity

Front 32

Productive Vs. Destructive conflict

Back 32

Productive:
1. Productive conflict, individuals or groups narrow the conflict in terms of definitions, focus, and issues.
2. Individuals or groups limit conflict to the original issue
3. Individuals or group direct the conflict toward cooperative problem solving
4. Individuals or groups trust leadership that stresses mutually satisfactory outcomes

Front 33

Productive Vs. Destructive conflict

Back 33

Destructive:
1. They escalate the issues or negative attitudes
2. They escalate the conflict from the original issues, with any aspect of the relationship open for reexamination
3. Strategies involve the use of power, threats, coercion, and deception
4. the polarize behind single-minded and militant leadership

Front 34

Competition Vs. Cooperation

Back 34

Competitive atmosphere will promote coercion, deception, suspicion, and rigidity, and lead to poor communication.
Cooperative atmosphere will promote perceived similarity, trust, and flexibility, and lead to open communication

Front 35

Anti-Americanism

Back 35

Has a very long history and is complicated by economic, military, and political differences between the United states and other nations around the would.

Front 36

Seven suggestions for dealing with conflict

Back 36

1. Stay centered and do not polarize
2. Maintain contact
3. Recognize the experience of different styles
4. Identify your personal preferred styles
5. Be creative and expand your style repertoire
6. Recognize the importance of conflict context
7. Be willing to forgive

Front 37

Six key Western assumptions of conflict

Back 37

1. People and problems can be separated cleanly: Interests and positions can be distinguished sharply
2. Open self-disclosure is a positive vale in negotiations. An open process of public data shared in candid style is assumed necessary for trust
3. Immediacy, Directness, Decisiveness, and haste are preferred strategies of timing
4. Language employed should re reasonable, rational, and responsible
5. No is no and Yes is yes
6. When an agreement is reached, implementation will take care of itself as a logical consequence

Front 38

What kinds of cultures tend to regard conflict as destructive

Back 38

Cultures that value harmony

Front 39

Chapter 11

Back 39

Chapter 11