SP 215 Small Group Communication

Conflict and Cohesion in Groups

Conflict in Groups
Conflict The disagreement and disharmony that occurs in groups when differences are expressed regarding ideas, methods, and/or members

Transform climates leads to managing conflict.

What is conflict?

Conflict:
Conflict has been defined by researchers Hocker and Wilmot (1992) as: An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards and interference from the other party in achieving their goals.

Conflict:
In other words, conflict is an interruption in harmony.

Conflicts are going to happen in all groups.

It is impossible to avoid. However, conflicts can and are healthy.

Conflicts are going to happen in all groups.

Conflicts enable groups to work out difference.

Conflicts are going to happen in all groups.

Conflict can bring validation of group relationships and emerges with every resolved conflict.

Constructive and Destructive Conflict

Constructive conflict Group members express disagreement in a way that values everyones contributions and promotes the groups goal. Respect others Focus on issues Other: _________ Destructive conflict Group members create hostility and prevent achievement of the groups goal. Insult others Inflexible and uncooperative Other: _________

Five Basic Conflict Styles

Avoidance Conflict Style

Members are unable or unwilling to accomplish their own goals or contribute to achieving the groups goal. Avoidance fails to address the problem and can increase group tensions.

Accommodation Conflict Styles

Members give in to other members at the expense of their own goals. Members believe that giving in helps even when the group would benefit from more analysis and discussion.

Competition Conflict Style

Group members are more concerned with their own goals than with meeting the needs of the group. Competition may be characterized by hostility, ridicule, and personal attacks.

Compromise Conflict Style

Members give up some goals in order to achieve others. Members accept losses in exchange for gaining something else. Better options may be missed if group only uses this style.

Collaboration Conflict Style

Members search for new solutions that will achieve both individual goals and the goals of the group. Effective collaboration requires a lot of time and energy for discussions in which all members fully participate.

Selecting a Conflict Style

Criteria for Selecting a Conflict Style: How important is the issue to you? _______________________________ How important is it to maintain positive relationships in the group? How much time does the group have? _______________________________

Conflict Management Strategies

The 4Rs Method

Reasons. What are the reasons for or causes of the conflict? Reactions. How are group members reacting to one another? Results. What are the consequences of the groups current approach to the conflict? Resolution. What are the available methods for resolving the conflict?

The A-E-I-O-U Method

A E I O U Assume the other members mean well. Express your feelings. Identify what you would like to happen. Outcomes you expect are made clear. A mutual Understanding is achieved.

Negotiation
A process of bargaining in order to settle differences or reach solutions. Principled negotiation:
separates people from the problem. focuses on group interests, not positions. generates a variety of possible solutions. insists on objective criteria.

Conflict Mediation
Employs the services of an impartial third party who guides, coaches, and encourages disputants through negotiation to successful resolution and agreement
William D. Kimsey, Rex M. Fuller, and Bruce C. McKinney, Mediation and Conflict Management: General Mediation Manual

Group Cohesion
Cohesion is the mutual attraction that holds members of a group together
Strategies for enhancing group cohesion:
Establish a group identity and traditions. Emphasize teamwork. Recognize and reward contributions. Respect group members.

Groupthink
Groupthink The deterioration of group effectiveness that results from in-group pressure Highly cohesive groups are at greater risk of succumbing to groupthink. Irving Janis identifies 8 symptoms and expressions of groupthink.

Strategies for Avoiding Groupthink

Ask all members to serve as critical evaluators. Assign several members to work on the same problem independently. Discuss the groups progress with someone outside the group. Invite an expert to join a meeting and encourage constructive criticism. Before finalizing a decision, give members a second chance to express doubts.

Adapting to Differences
Culture: Members from cultures that value conformity are less likely to express disagreement than those from cultures that place a higher value on individualism. Gender: Women tend to avoid conflict; men and women differ in what is expected of them in conflicts.

Myths About Conflict

If in a group with Conflict, its a Bad group. Conflict Damages Groups Conflict is Bad

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Context of Conflict:
Physical Psychological

Temporal
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Cultural

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Negatives Effects of Conflict:

Depletion of Energy

Close Self Off from Other

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Positives Effects of Conflict:

Better Understanding
Prevent Festering Hostilities
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Reinforces Worth of Group

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Things we fight over:

Group Conflict Content
Objects
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Events Persons

Relationship Power or Status

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Small Group Conflict

Preparing for Conflict - Before Try to Fight in Private Be Sure Everyone is Ready to Fight Know What Youre Fighting About Fight about Solvable Problems Consider Reexamining Beliefs
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Small Group Conflict

Preparing for Conflict - After Learn from Conflict

Keep Conflict in Perspective

Discuss Feelings with Other(s)

Demonstrate Positive Feelings

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Conflicts can be healthy:

Conflicts:
Are Needed Can Be Productive Can Be Rewarding Can Be Beneficial
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Coping Principles of Workplace Conflict:

Preserve Dignity and Respect of Members Listen with Empathy

Seek and Emphasize Common Ground

Value Diversity and Differences

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Small Group Conflict

Conflict Management Skills
Win-Lose Strategies Lose-Lose Strategies Win-Win Strategies

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Argumentation in Groups

Argument and Argumentation

Argument A claim supported by evidence or reasons for accepting it

Argumentation The process of advocating a position, analyzing competing ideas, and influencing others

Why Argue?
Argumentation in Groups
Promotes Understanding Promotes Critical Thinking Enhances Persuasion Avoids Groupthink Improves Group Decision Making

Argumentativeness
Argumentativeness is a willingness to argue controversial issues with others. Argumentativeness does not necessarily promote hostility. The argumentative person focuses on discussing issues, not attacking others.

How Argumentative Are You?

Do you avoid arguments? Are you energetic and enthusiastic when you argue? Does arguing often create more problems for you than it solves? Do feel pleased when you win an argument? When you finish arguing, do you feel nervous or upset? Do you enjoy a good argument?
Dominic Infante and Andrew Rancers Argumentativeness Scale

Components of the Toulmin Model of Argument

Three Basic Elements
Claim the conclusion or position you are advocating Data the evidence you use to support the claim Warrant your explanation of how the data support and prove the claim

Toulmins Basic T of Argument

Components of the Toulmin Model of Argument

Three Additional Elements Backing provides support for the arguments warrant Reservation recognizes exceptions to an argument; indicates that a claim may not be true under certain circumstances Qualifier states the degree to which the claim appears to be true

The Toulmin Model

Qualifier
Data Warrant Backing Reservation Claim

Types of Supporting Evidence

Fact: Verifiable observations, experiences, or events known to be true Opinions: Personal conclusions regarding the meaning or interpretation of facts Definitions: Clarify the meaning of a word, phrase, or concept Descriptions: Create a mental image of a person, event, place, or object

Supporting Evidence
Examples: Refer to specific cases or instances Illustrations: Longer, extended example Statistics: Present information in numerical form

PowerPoint Quiz
This critically acclaimed novel spans six decades in the life of one man. What kind of supporting material is used in this statement?
a) b) c) d) e) Fact Opinion Description Example Illustration

PowerPoint Quiz
I loved this unique, beautifully written novel. It is a remarkable work marked by startling plot twists and amazing characters. What kind of supporting material is used in this statement?
a) b) c) d) e) Fact Opinion Statistic Example Illustration

Presenting Your Arguments

1. 2. 3. 4. Four-step Process State your claim. Present evidence. Provide reasoning. Summarize the argument.

Types of Claims
Claims of fact attempts to prove a truth or to identify a cause Claim of conjecture- suggests that something will or will not happen Claims of value evaluates somethings quality or worth Claims of policy recommend a course of action

Match the Type of Claims

A. Claims of fact B. Claim of conjecture C. Claim of value D. Claim of policy
___ Private schools provide a better education than public schools. ___ Earthquakes will destroy California coastal cities. ___ School uniforms should be required in the local elementary schools. ___ Generic drugs are the same as brand-name drugs.

Refuting Arguments
Refutation
The process of proving that an argument is false and/or lacks sufficient support to justify a conclusion

Steps in a Refutation
Listen to the argument. State the claim you oppose. Overview your objections. Assess the evidence. Assess the reasoning. Summarize your refutation.

Common Fallacies of Arguments

Fallacy
An argument based on false or invalid reasoning

Ad Hominem irrelevant attacks against a persons character Appeal to Authority the supposed expert has no relevant expertise on the issue Appeal to Popularity an action is acceptable or excusable because others do it

Common Fallacies of Arguments

Appeal to Tradition continuing a certain course of action because it has always been done that way in the past Faulty Analogy claiming that two things are similar when they differ on relevant characteristics (comparing apples and oranges)

Common Fallacies of Arguments

Faulty Cause claiming that a particular event caused another event before ruling out other possible causes Hasty Generalization Using too few examples or experiences to support a conclusion

PowerPoint Quiz
What fallacy is evident in the following argument: I knew I wouldnt get the job because I broke a mirror the morning of the interview.
a) b) c) d) e) ad hominem appeal to authority appeal to tradition faulty analogy faulty cause

PowerPoint Quiz
Several group members suggest that the community sponsor a winter potluck dinner rather than a summer picnic. Jodi objects because the community has been sponsoring the summer picnic for ten years and should continue to do so. Which fallacy of argument could be attributed to Jodis comment?
a) b) c) d) e) Hasty generalization Appeal to authority Appeal to popularity Appeal to tradition Faulty cause

Ethical Arguments in Groups

Research Responsibility
Be prepared to share valid information.

Common Good Responsibility

Put the groups goal ahead of winning an argument.

Reasoning Responsibility
Identify and avoid fallacies.

Social Code Responsibility

Promote an open and supportive argumentative climate.

Match the Ethical Responsibilities

Ethical Responsibilities Research Common Good Reasoning Social Codes

__ Support claims with good evidence. __ Consider the interests of other group members. __ Do not distort information. __ Respect established group norms.

Gender and Argumentation

Men tend to be competitive arguers; women are more likely to seek consensus. Men tend to view issues as two-sided; women are more likely to search out different perspectives and options.

Culture and Argumentation

Cultural differences affect:
levels of argumentativeness values that justify claims validity of evidence and reasoning

Asians may try to preserve group harmony. American Indian and African cultures may view arguing with elders as disrespectful.

Argumentation and Emotional Intelligence

Emotional Intelligence The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.
Daniel Goleman, Emotional Intelligence

Emotional intelligence regulates the expression of emotions in arguments.

PowerPoint Quiz
Emotional intelligence can benefit a groups argumentation because members strive to . . .
a) state arguments in a neutral rather than combative tone. b) show they are willing to work things out by talking over the issue rather than escalating it. c) calm down, tune in to their feelings, and be willing to share them with group members. d) look for an equitable way to resolve the dispute. e) do all of the above.