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Creating Positive Outcomes Creating Positive Outcomes When Conflict OccursWhen Conflict Occurs
COSA Professional Development ProgramCrowne Plaza Hotel
October 5, 2012
Presented byDr. Roger W. Sorochty, Vice President for Enrollment
and Student Services, The University of Tulsa
Purposes of the ProgramPurposes of the Program To understand the behaviors and “hot buttons”
associated with conflict that can improve or worsen situations involving conflict
To learn how to use the Conflict Dynamics Profile (CDP) to minimize destructive behaviors, maximize constructive behaviors, and manage one’s “hot buttons” for positive outcomes in conflict situations
To describe how the CDP can be used in professional staff training and student leadership programs
Provide attendees with a sample of the CDP-I results, reviewing them using the Development Guide, and discussing its application on their campuses
Give attendees the chance to take the CDP-I for themselves
ConflictConflict
Any situation in which people have apparently incompatible goals, interests, principles or feelings
CDP ApproachCDP ApproachFocuses explicitly on specific behavioral
responses to conflict, and how they might be changed
Starts with the assumption that conflict is inevitable; it cannot, nor should it, be completely avoided
The goal of successful conflict management is not its elimination, but to reduce its harmful effects and maximize its useful ones
Cognitive Conflict (Task-Cognitive Conflict (Task-Oriented)Oriented)
Focuses on ideas, not personalities
Can occur during times of creativity and productivity
Affect is neutral, or positive
Unrelated, or positively related, to group functioning
Affective Conflict (Personal)Affective Conflict (Personal)Focuses on people, not ideas
Can occur at any time
Affect is negative
Negatively related to group functioning
Can escalate rapidly
Path of ConflictPath of Conflict
Precipitating Event and/or Hot ButtonsPrecipitating Event and/or Hot Buttons
Initiate ConflictInitiate Conflict
Constructive ResponsesBehaviors which keep conflict to a minimum
Constructive ResponsesBehaviors which keep conflict to a minimum
Destructive Responses Behaviors which escalate or prolong conflict
Destructive Responses Behaviors which escalate or prolong conflict
Task-Focused Conflict(Cognitive)• Focus on task and
problem solving• Positive effect• Tension decreases• Group functioning improves
Task-Focused Conflict(Cognitive)• Focus on task and
problem solving• Positive effect• Tension decreases• Group functioning improves
Person-Focused Conflict(Affective)• Focused on personal• Negative emotions (anger,
frustration)• Tension increases• Group functioning decreases
Person-Focused Conflict(Affective)• Focused on personal• Negative emotions (anger,
frustration)• Tension increases• Group functioning decreases
CONFLICT DE-ESCALATESCONFLICT DE-ESCALATES CONFLICT ESCALATESCONFLICT ESCALATES
Typical Outcomes of Constructive Typical Outcomes of Constructive ResponsesResponsesWin-win solutionsOpen & honest communication of feelingsBoth parties’ needs are metNon-judgmental actionsNot sticking adamantly to one positionActively resolving conflict (not allowing conflict
to continue)Thoughtful responses (not impulsive)Team performance improves
Typical Outcomes of Destructive Typical Outcomes of Destructive ResponsesResponsesFeelings of anger and frustrationJudgmental actionsGetting even and keeping scoreOther party does not have needs metClosed channels of communicationRefusing to deal with issuesDecreased self-confidenceTasks not completedTeam performance decreases
Active and Passive Responses to Active and Passive Responses to ConflictConflict Research has further demonstrated the
usefulness of classifying conflict-related responses into two additional categories:
Active Behaviors which involve overt responses, taking
action, or making an effort. The outcome can be either constructive or destructive.
Passive Behaviors which involve withholding a response,
not taking action, or not making an effort. The outcome can be either constructive or destructive.
Conflict Response CategoriesConflict Response Categories
Perspective Taking
Creating Solutions
Expressing Emotions
Reaching Out
Winning at All Costs
Displaying Anger
Demeaning Others
Retaliating
Reflective Thinking
Delay Responding
Adapting
Avoiding
Yielding
Hiding Emotions
Self Criticizing
Constructive Destructive
Pas
sive
A
ctiv
e
Active Constructive ResponsesActive Constructive ResponsesThose in which the individual takes some overtaction in response to the conflict or provocation, and as a result there is a beneficial effect on the course of conflict:
Perspective Taking – Putting yourself in the other person’s position and trying to understand that person’s point of view.
Creating Solutions – Brainstorming with the other person, asking questions, and trying to create solutions to the problem.
Expressing Emotions – Talking honestly with the other person and expressing your thoughts and feelings.
Reaching Out – Reaching out to the other person, making the first move, and trying to make amends.
Passive Constructive ResponsesPassive Constructive Responses Those in which the individual responds to the precipitating event in a less active way—in fact,
some passive responses consist largely of the decision to refrain from some act—and as a result there is a beneficial effect on the course of the conflict:
Reflective Thinking – Analyzing the situation, weighing the pros and cons, and thinking about the best response.Delay Responding – Waiting things out,
letting matters settle down, or taking a “time out” when emotions are running high.Adapting – Staying flexible, and trying to make the best of the situation.
Active Destructive ResponsesActive Destructive Responses Those in which the individual takes some overt
action in response to the conflict or provocation, but which has a negative, destructive effect on the course of conflict:
Winning at All Costs – Arguing vigorously for your own position and trying to win at all costs.
Displaying Anger – Expressing anger, raising your voice, and using harsh, angry words.
Demeaning Others – Laughing at the other person, ridiculing the other’s ideas, and using sarcasm.
Retaliating – Obstructing the other person, retaliating against the other, and trying to get revenge.
Passive Destructive ResponsesPassive Destructive Responses Those in which the individual responds to the precipitating event in a less active way, or fails to act in some way:
Avoiding – Avoiding or ignoring the other person, and acting distant and aloof.
Yielding – Giving in to the other person in order to avoid further conflict.
Hiding Emotions – concealing your true emotions even though feeling upset.
Self-Criticizing – Replaying the incident over in your mind, and criticizing yourself for not handling it better.
CDP Hot ButtonsCDP Hot Buttons
People who, or situations which, may irritate you enough to provoke conflict by producing destructive responses
The “hotter” the hot button, the more likely it is to produce:
◦ Strong negative emotions◦ Feelings of personal provocation◦ Automatic and impulsive responding◦ Increased tension
Using the CDP in Staff Using the CDP in Staff Development and Student Development and Student
Leadership ProgramsLeadership Programs
A case study summary of utilizing the CDP-I with professional staff
Followed by
A case study summary of utilizing the CDP-I with student leaders
Professional StaffProfessional StaffCase Study SummaryCase Study Summary
CDP-I administered to professional Residence Life staff and then debriefed in a two hour program
CDP-360 could also be usedGoal was to identify 1 or 2 behaviors
and Hot Buttons that, if addressed according to the CDP Development Guide, would enhance their ability to work together and with their residents
A Snapshot of TU’s Student A Snapshot of TU’s Student OrganizationsOrganizations
140+ active organizations including:
Numerous honor societies including Phi Beta Kappa;
Association of Black Collegians; American Chemical
Society; Student Bar Association; TU Student Nurses
Association; Amnesty International; Numerous
fraternities and sororities; Habitat for Humanity;
Angolan Student Association; Muslim Student
Association; TU Big Brothers Big Sisters; Numerous
Religious Groups, Music Organizations, Governing
Bodies and Intramural Sports Teams
Student LeadersStudent LeadersCase Study SummaryCase Study Summary
CDP-I administered to students in a variety of leadership positions and then debriefed in a two hour program
Goal was to identify 1 or 2 behaviors and Hot Buttons that, if addressed according to the CDP Development Guide, would enhance their ability to work with others in their organizations
Additional Ways to Use the CDP Additional Ways to Use the CDP
Campus Police/Security Officers
HR Staff Development Program Offerings
Counselors Working with Students
Alumni and/or Volunteer Advisors
Turning Knowledge into ActionTurning Knowledge into Action
After determining which behaviors and hot buttons one wishes to address, one uses pages 38 – 40 of the Development Guide to lay out an action plan
One can also utilize other resources available from the Center for Conflict Dynamics
Selected Comments from ParticipantsSelected Comments from Participants
I learned that I’m not good at looking at situations from another’s perspective.
I would delay my responses to avoid displaying anger or frustration and think about what to say.
I can now recognize my “hot buttons” and I have the tools to approach those people & situations.
Lessons learned can be applied to my career. It will help me work with the girls in my sorority
where personal opinions often clash.What I learned will help me in my leadership role in
a campus ministry.