Conflict, Stress and Crisis
Arnold & Boggs Chapter 14, 20, & 21
Avoid the situation or person
Appropriate when the cost of addressing the conflict is greater than the benefit of resolution.
Postpones the conflict, leads to future problems and damages the relationship.
Give into the other person.
Cooperative, but not assertive.
Appropriate when the issue is more important to the other person.
Maintain peace, but not dealing with the issue, so it is likely to resurface.
Domination – exercising power to gain own goals at the expense of the other
Aggression and lack of compromise
Authority is used to suppress conflict.
Justified when quick decision is needed, but leads to problems in long term.
Work together to problem solve.
Identify concerns, clarify assumptions, honest communication & find solution to satisfy all.
Most effective style
Setting goals, acting on those goals in a clear, consistent manner and taking responsibilityfor
the consequences of those actions.
Stands up for own rights, as well as others. Assertive Indicators
„I” statements; clearly stated
Firm voice; congruent message
Responsible for feelings/needs
Stick to issues
Tactful and aware of others person‟s view
Behaviours are the focus of change.
Examples of “I” Statements
I feel uncomfortable when a client‟s personal problems are discussed in the cafeteria because
someone may overhear confidential information.
(It is about the behaviour, not about the person.)
Suppressing other person‟s rights
Blaming the other person
Denies own rights to avoid conflict Conflict Resolution
Principles of Conflict Resolution
Identify conflict issue
Know own response
Stay focused on issue
Separate issue from people involved
Prevention of Conflict
Notice and intervene if something seems unusual
Utilize verbal and nonverbal commun