Conflict Resolution PY496

Paul Bell / Britt Mace

Summer 1998

Most difficult situations

1. Racial / Ethnic

2. Religious

3. Economics

4. Communication (verbal/non-verbal)

5. Gender / Age

6. Pride

7. Problem Identification

8. Avoiding

9. Past Problems

10. Emotion

11. Lack of information

SOCIAL PSYCHOLOGY APPROACHES (Deutsch)

How the individual affects the group

A) Change the circumstances = Easier to change yourself then to change the circumstances.

1. Self interest = In your best interest

2. Altruism = Make it relevant for each party

3. Avoid = “Good of the group” mentality in the USA, we are independent.

4. Many different strategies can be successful = Depending on the situation.

THE COURSE OF DESTRUCTIVE CONFLICT

A) Competitive Motivation to win

1. Communication is unreliable and impoverished

2. View that the solution can be imposed by one side on the other (my way or their way)

· Superior Force

· Deception = Clinton

· Cleverness

3. Suspicious, hostile attitude

· Increases destructive sensitivity to differences (prejudice)

· Minimizes awareness of commonalties

· Increases sensitivity to threats (potential losses)

B) Misjudgment, Mis-perception, Bias Perception

1. Selective attention = only what’s needed

2. Selective recall = only what you need.

· Past problems = might not even pertain.

C) Commitment, Self Consistence, Social Conformity

1. Dissonance reduction = Disturbing thoughts not part of your attitudes and beliefs

2. Circular, incremental magnification of the problem (Identifying the problem is lost)

3. Situational entrapment.

BIASES IN SOCIAL PERCEPTIONS

A) Actor / observer differences

1. Fundamental attribution error = judging yourself to others in different lights.

2. Ease of recall

E.G. 3 minutes K is the 1st letter in the word. Write as many as you can.

3 minutes K is the 3rd letter in the word.

There are 3 times as many words with K as the 3rd letter then there are with it as the 1st.

3. Base rate VS Anecdotal

Number’s VS Stories = We like stories.

4. Vivid and Memorable information

5. Co-variation Illusory correlation = You think 2 things are related when they really are not

6. Extreme cases

7. Primary effects priming stories (Trial and Trail)

8. Recency effects

9. Self serving bias

10. Hind sight bias

11. Egocentric bias = over generalization

12. False consensus

13. Belief Perseverance

14. Behavior confirming bias = self fulfilling

15. Overconfidence in accuracy = School exams

16. Illusion of control = Gambling

17. Just world hypothesis = Good things happen to good people (bad to bad people)

18. Congruence effect = Fits our beliefs

19. Pollyanna effect = Show you the process positive info faster then you do negative info.

These biases are normal aspects of human behavior. When in a conflict they are intensified.

COGNITIVE DISSONANCE (Festinger)

A) Definition = A noxious state of inconsistency attitude and behavior

1. We are motivated to reduce or avoid dissonance and seek consonance

B) Severity of dissonance depends on the Number of dissonant cognition’s and their importance.

C) Dissonance can be reduced by

1. Adding consonant elements

2. Changing dissonant elements

· REAL change

· Cognitive distortion

Weather you choose REAL or Cognitive depends on the path of least resistance, usually your mind is easier to change then your behavior.

Attitude does not predict Behavior

Behavior DOES predict Attitude.

COURSE OF PRODUCTIVE CONFLICT

A) Creative Thinking

1. Recognition and Motivation

2. Attempts to solve

3. Frustration, tension, withdrawal

4. New perspectives, reformation

5. Insight and tentative solutions

6. Elaboration of solution and reality testing

7. Communication of solution and audiences

B) Cooperative Problem Solving

1. Us against the problem not the other party

2. Aids open and honest communication

3. Recognizes legitimacy of others position

4. Trusting friendly attitude

· Increases sensitivity to commonalties

· Minimizes destructive attention (NO prejudice)

· Increases sensitivity to promises (potential gains)

C) Benevolent Mis-perception = Trustful win / win situation.

TYPES OF ISSUES

A) Control over resource = space, property, food, $’s

B) Preference and Nuisances = Noise smoking, pets

C) Valves = What should be, type of Government, Economic systems, Religion.

D) Belief = What is right now, facts, info, knowledge, reality

E) Nature of the relationship = 2 parties, friendship, view of relationship.

TYPOLOGY (Deutsch)

A) Veridical = Real conflict both parties know the conflict, Difficult to resolve without cooperation. Might need a mediator.

B) Contingent = May or may not be real. One side must create the conflict. Sometimes difficult to resolve if narrow viewpoints are in place. Saving face.

C) Displaced = After a contingent conflict. Arguing about the wrong thing. Usually resolved with a band-aid can come back later.

D) Mis-attributed = Conflict between the wrong parties. Usually over wrong thing. Lots of prejudice and sides being drawn. Get rid of the parties that do not have an interest in the conflict.

E) Latent = Conflict that should be occurring but is not. Beneath the surface needs to be bought to surface to resolve.

F) False = Conflict with no rational reason. Usually in competitive groups or suspicious atmosphere is present.

PATHOLOGIES OF COOPERATION

A) Division of labor and specialization creates vested interests

1. Specialists focus on themselves instead of the overall group.

B) Nepotism = can lead to internal conflict and erode universal rules (Friends)

C) Conformity increases = Leads to inhibition of disagreement and lack of innovation.

ALL LEAD TO DESTRUCTIVE PROCESSES

PARADOX OF COMPETITION, COOPERATION, AND CONFLICT

A) Conflict is not confined to competition = Conflict can occur over the means to achieve a goal.

B) Competition is not always destructive to both sides. The whole system or industry may benefit even the losers.

C) Competitive conflict with losses to both sides may help motivate the parties to cooperate.

PERCEIVED INTERDEPENDENCE

A) Promotion interdependence = between (P) you and (O)other

1. Effective action by O effect on P

· Positive substitutability

· Positive Emotion (cathexis)

· Positive indicibility

2. Consequences

· Task orientation

· Attitudes

· Perception

· Communication

3. Ineffective action by O effect on P

· Negative Substitutability

· Negative Emotions

· Negative Induciiblity

B) Contrient (competition) between P and O

1. Effective action by O effect on P

· Negative Substitutability

· Negative Emotions

· Negative Induciblity

2. Consequences

· Task orientation

· Attitudes Negative or lost

· Negative Perception

· Communication is poor

3. Ineffective action by O effect on P

· Positive substitutability

· Positive Emotion (cathexis)

· Positive indicibility

AFFECTS AND COMMUNICATION

1. Similar and dis-similar attitude = 1

2. Compliments and insults =3

3. Mood and memory

4. Reciprocity (do good/bad get good/bad in return)

5. Guilt

6. Apology

7. Self-Presentation

POSITIVE FUNCTIONS OF CONFLICT

1. Prevents stagnation

2. Stimulates interest and curiosity

3. Medium through which problems can be aired and solutions obtained

4. It is the root of personal and social change (challenge yourself)

5. Demarcates group and helps to establish identity

6. External conflict helps foster internal cohesiveness (in and out group)

7. Internal conflict helps to assess the relative power of groups

· becomes a stabilizing mechanism

8. Helps to revitalize exhisting norms and contributes to new norms.

CHANGING THE COURSE OF CONFLICT

A) BAD Don’t do

1. Illegitimate techniques

2. Negative sanctions (can also be threats)

3. Sanctions that are inappropriate or indirect.

B) GOOD do these

1. A clear statement of specific actions and changes requested.

2. An appreciation of difficulties, problem, and cost the other party anticipates if they comply with your wishes

3. A depiction of the values and benefits that the other side will realize by cooperating.

STRATEGIES - (Jacob Hautaluoma)

1. Fight = A win / lose situation, sets a precedence.

2. Avoid conflict = Extreme from fighting conflict, usually get worse over time.

3. Try to win = Mostly bad if it turns into win/lose situation. Can be lose/lose.

4. Power of authority = Stronger authority will decide. Works as long as the boss is around. Usually does not resolve the problem.

5. Majority Rule = Democracy. Minority can see themselves as losers and not part of the majority. Majority becomes a power of authority.

6. Minority Rules = The executives make all the rules. Group think, try to silence the oppositions.

7. Compromise = Is okay both sides get a little. Remember it is only a 1/2 a loaf for each though. Usually divide what is easy to divide.

8. Use side payments = Example is a child does not mind you offer them ice cream if they behave. Bribery

9. Resort to Rules = You can’t make rules for all situations. Rules are based on past occurrences and future occurrences do not always mirror the past.

10. Ask a 3rd party for help =

A) Arbitrator = Parties agree to abide by the 3rd parties decision. (A Judge)

B) Mediator = Keeps the 2 sides working together to resolve the conflict. No real power.

C) Facilitator = More active role. Tries to get the sides moving forward. Gives ideas for solutions.

THREATS AND PROMISES

1. Legitimacy = Is it a legitimate promise? Promises are usually perceived as more legitimate. Promises usually have more self control. Threats show negative side. Threats lead to resistance.

· People who make promises are usually more gentle, reliable, wiser, etc.

· People who make threats are usually the opposite, evil, and fit for a child.

2. Credibility = The perceived ability of the other person to be able to do the treat or promise at a cost. Perceived appropriateness of the threat or promise.

· A promiser that carries out a promise is high in credibility for future threats and promises.

· If they carry out the threat they are high in credibility for future threats but low for future promises.

· If they do NOT carry out the promise they are low for both future promises and threats.

· If they do NOT carry out the threat they are low for both future promises and threats.

3. Magnitude = If magnitude is out of range then the threat will be seen as not legitimate. View of person could be shady.

4. Values appealed to = Promises give resources and threats lose resources.

5. Targets = If you don’t I know where your family lives. If you will I will contribute to your charity. Target are usually a 3rd party.

6. Time perspectives = Quick responses has more impact.

7. Clarity / precision of contingencies = Don't day “stop doing that” Stop doing what. Needs to be clear statements for credibility and legitimacy to go up.

8. Style = Verbal and non-verbal messages.

9. Cost and benefit to user = Costs of threats seem lower. Carrying them out is usually higher. Cost escalate with time.

To maintain credibility the treat must be carried out when it fails to do what you want it to do.

A promise must be carried out when it succeeds for you.

ALTERNATIVE APPROACHES

1. Influence subjective probability of outcome

2. Make other aware of possibilities

3. Help other to learn means of achieving alternative.

4. Remove obstacles to alternative.

5. Change perception of magnitude of obstacle.

Conflict is not good or bad it is how we handle it that creates good or bad results.

Conflict is the concerns between to sides. It is a condition now lets manage the condition to get good results.

Norm of reciprocity = You do something for the other then they feel guilty and will give back to you.

For each conflict or circumstance deserves you pick the right way to handle the circumstance. See the chart below.

SOCIAL TRAPS

Individual good / collective bad ( harvest selfishly

Countertrap = missing hero. Fail to do, A mattress in the road no one stops to remove it.

Self trap = party instead of study