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Communication and Conflict Resolution

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Communication and Conflict Resolution
Communication and Conflict
Resolution
Professor Linda L. Putnam
Department of Communication
University of California-Santa Barbara
Presentation to Advance Center
Cornell University
Tuesday, Sept. 15

Linda Putnam

Prevalence of Conflict in the
Workplace
•! Managers spend 60% of time related to personnel issues, requests, and problematic situations •! Organizational concerns for voice, fairness, and managing grievances
•! Innovations and change typically entail some degree of conflict or resistance
Linda Putnam

Overview of Presentation
•! Definition, key assumptions, and role of communication in conflict
•! Distinctions between dysfunctional and functional conflicts
•! Overview of 2nd generation gender issues
•! Approaches and guidelines for effective conflict management
Linda Putnam

Definition of Conflict

Social interaction of two or more interdependent parties who perceive incompatible goals

Linda Putnam

Characteristics of Conflict
•!
•!
•!
•!

Perceived incompatibilities
Expressed struggle
Interdependence of parties
Simultaneous cooperation and competition •! Potential interference or blocking of goals Linda Putnam

Misperceptions and Assumptions about Conflict
•! Conflict is not evil; it is the normal state of affairs
•! The best metaphor of conflict is a dance or a dialogue, not a war
•! People should develop a repertoire of approaches for managing conflicts Linda Putnam

Role of Communication in
Conflict Management
•! Conflict interaction
–! Evolves in stages
–! Acquires a momentum of its own
–! Becomes cyclical or patterned
–! Can escalate or de-escalate
–! Is linked to relationships and past communication patterns
Linda Putnam

Destructive or Dysfunctional
Conflict
•! Characterized by:
–! Growth in issues, parties, and costs
–! Blurred and distorted issues
–! Frequent emotional eruptions
–! Parties become inflexible
–! Decreased communication
Linda Putnam
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