Conflict Resolution Strategies

Situations where a person feels threatened or judged, leading to defensive reactions.

Speech that expresses judgments or opinions about someone or something, often triggering defensiveness.

Speech that focuses on facts, observations, and feelings without passing judgment.

Someone prone to interpreting others' actions or words as critical.

Speech intended to influence or direct the recipient's actions, leading to resistance.

Focuses on collaboration to identify and solve issues; avoids blame or judgment.

Presenting information without emotional expression or judgment.

Group members who are prone to blame, labeling others, and making moral judgments.

Trying to make someone feel better by minimizing or dismissing their feelings of rejection, anxiety, or other negative emotions.

Understanding and sharing another person's feelings without trying to alter or fix them.

Expressing feelings of superiority, often related to position, power, or skills, causing listener defensiveness.

Recipient responses to perceived superiority, including ignoring, forgetting, or competing with the sender.

Communicating in a way that encourages collaboration and mutual respect.

Expressing strong confidence in one's beliefs and opinions, hindering open dialogue.

Expressing views with conviction (certainty) can be perceived negatively or as expressing insecurity (Provisionalism).

Use of nonverbal cues (facial expressions, body language) to show empathy. This is highly impactful.

An expressed struggle between interdependent parties over perceived incompatible goals or insufficient resources.

Conflict is not a silent disagreement, but a struggle openly communicated.

Parties in a conflict need each other to achieve their goals.

Goals that cannot be achieved simultaneously by all parties involved.

Resources are not enough for all the parties to reach their goals.

A person who insists on their ideas as truths needing defense, and resists alternatives.

Conflict can lead to innovation and growth.

Behaviors that lead to wanting to control outcome of other parties.

The process of multiple individuals coming together to make a collective decision, often involving discussion, debate, and compromise.

Inefficiencies or drawbacks that arise during group decision-making, often leading to less effective outcomes compared to individual decision-making.

Difficulties in organizing and synchronizing the work of group members, including communication breakdowns and scheduling conflicts.

The tendency for individuals to exert less effort when working as part of a group compared to when working alone.

The tendency for groups to prioritize conformity and consensus over critical thinking and independent evaluation of ideas.

Benefits of group decision-making, including greater creativity, more comprehensive information gathering, and enhanced buy-in from members.

Benefits of individual decision-making, including speed, efficiency, and control over the decision-making process.

Group decision-making is preferred when complex situations require diverse perspectives, collective knowledge, and commitment to implementation.

A decision-making process where all members of a group agree, not just the majority. It involves open discussion, listening, and finding common ground.

When individuals in a group minimize their own doubts and counterarguments, suppressing their true thoughts.

The belief that everyone in a group agrees, even if there is significant dissent, based on self-censorship and pressure.

When an agreement is reached through voting, there are typically winners and losers. This can lead to resentment and decreased motivation.

When group members participate in reaching a consensus, they feel more invested in the outcome and are more likely to support the decision.

Group members who protect the group from information that contradicts their assumptions and beliefs.

It's crucial to encourage everyone to participate in the consensus process, even quiet members. This ensures diverse perspectives are considered.

Cohesive groups, where members like each other, are more susceptible to groupthink symptoms.

The more symptoms present in a group, the worse the quality of their decisions.

Don't shy away from seeking diverse opinions, especially when a discussion seems stuck or contentious. This can provide new insights and solutions.

To reach a genuine consensus, actively listen to each member's perspective without judging or interrupting. Focus on understanding and gathering information.

A designated individual who challenges the group's assumptions and offers alternative viewpoints to ensure a balanced discussion.

Creating a culture where diverse viewpoints are valued and encouraged, breaking down the illusion of unanimity.

The consensus process takes time. Be patient and allow enough time for discussion, brainstorming, and finding common ground.

Assessing the ethical consequences of potential decisions, addressing the social impact of their choices.

To reach consensus, group members may need to temporarily set aside their initial judgments and biases to consider all perspectives with an open mind.