Interpersonal conflict /
Joyce L. Hocker, William W. Wilmot.
- Tenth edition, International student edition
- xviii, 393 pages ; 24 cm
Includes bibliographical references and index.
Pt. ONE Conflict Components -- ch. 1 The Nature of Conflict -- Interpersonal Conflict Depends on Interpersonal Communication -- Conflict Defined -- An Expressed Struggle -- Interdependence -- Perceived Incompatible Goals -- Perceived Scarce Resources -- Interference -- Why Study Conflict? -- Family Relationships -- Love Relationships -- The Workplace -- The Importance of Skill Development -- Preventing Destructive Conflict -- Understanding Destructive Conflict -- The Four Horsemen -- More Examples of Destructive Habits -- Escalatory Spirals -- Avoidance Spirals -- Your Opportunities -- Summary -- Key Terms -- Review Questions -- ch. 2 Perspectives on Conflict -- Your Personal History -- More Reflections on Your Specific History -- Your Worldview Affects How You Think and Feel About Conflict -- Negative Views of Conflict -- Positive Views of Conflict -- Insights from Metaphors -- Metaphors Reflecting Danger -- Listen and Learn from Metaphors -- Narratives Frame Conflict -- How Do You Perceive Specific Conflict? -- Don't Believe What You See -- At First -- Identify Your Filters -- Gender Biases -- Cultural Perspectives -- Summary -- Key Terms -- Review Questions -- ch. 3 Interests and Goals -- Types of Goals: TRIP -- Topic Goals: What Do We Want? -- Relational Goals: Who Are We to Each Other? -- Identity, or Face-Saving, Goals: Who Am I in This Interaction? -- Process Goals: What Communication Process Will Be Used? -- The Overlapping Nature of TRIP Goals -- Goals Change in Interaction -- Prospective Goals -- Transactive Goals -- Retrospective Goals -- Goal Clarity -- Clarify Your Goals -- Estimate the Other's Goals -- Collaborative Goals -- Summary -- Key Terms -- Review Questions -- ch. 4 Power: The Structure of Conflict -- Power Defined -- Personal Orientations to Power -- Power Denial -- A Relational Theory of Power -- Bases of Power -- Resource Control -- Interpersonal Linkages -- Communication Skills -- Expertise -- Power in Distressed Systems -- Assessing Your Relational Power -- Balancing Power Constructively -- High Power -- Low Power -- Metacommunication -- Summary -- Key Terms -- Review Questions -- ch. 5 Conflict Styles -- The Nature of Styles -- Assessing Your Styles -- Will You Avoid or Engage? -- Avoidance -- Avoidance and Culture -- The Avoid/Criticize Loop -- Avoidant Communication Strategies -- Dominating -- Threats -- Destructive Domination -- Verbal Aggressiveness and Verbal Abuse -- Compromise -- Obliging -- Integrating -- Cautions about Styles -- Beyond Styles: Violence -- Patterns of Violence -- Explanations for Violence -- Interaction Dynamics -- Flexibility Creates Constructive Conflict -- Being Stuck -- Are You Stuck? -- Summary -- Key Terms -- Review Questions -- ch. 6 Emotions in Conflict -- Introducing Emotion -- You Can't Ignore Emotions -- Misconceptions of Emotion in Conflict -- How Does Emotion Function in Conflict? -- A Model of Emotions -- Core Concerns: Organizing Positive Emotions -- Finding Feelings -- Functions of Negative Emotions -- Shame, Guilt, and Regret -- Functions of Positive Emotions -- The Mid-Range: Zone of Effectiveness -- Mindfulness: Thinking About Feelings -- Personal Responsibility for Emotional Transformation -- Summary -- Key Terms -- Review Questions -- pt. TWO Special Applications -- ch. 7 Analyzing Conflicts -- Macro-Level Analysis -- Systems Theory -- Complex Conflict Patterns -- Micro-level analysis of Conflict Systems -- Interaction Rules -- Microevents -- Comprehensive Guides -- Conflict Assessment Guide -- Difficult Conversations Guide -- Summary -- Key Terms -- Review Questions -- ch. 8 Interpersonal Negotiation -- Negotiation in Everyday Life -- Negotiation and Culture -- Constructive Argumentation: Test Ideas, Not People -- Approaches to Negotiation -- Competitive Negotiation -- Assumptions -- Communication Patterns in Competitive Negotiation -- Disadvantages of Competitive Negotiation -- Integrative Negotiation -- Assumptions -- Seven Elements of Principled Negotiation -- What Makes Implementing the Core Concerns So Difficult? -- Balancing Power -- Concern for the Relationship: Self and Other -- Coaching for Integrative Negotiators: Putting It into Practice -- Disadvantages of Integrative Bargaining -- The Language of Integration -- Competitive and Integrative Phases -- Summary -- Key Terms -- Review Questions -- ch. 9 Third-Party Intervention -- The Need for Third Parties -- Advantages of Using Skilled Third Parties -- Informal Help -- Conditions for Helping -- Cautions about Informal Intervention -- Formal Intervention -- The Intervention Continuum -- When the Parties Decide -- When an Outsider Decides -- Summary -- Key Terms -- Review Questions -- ch. 10 The Practice of Forgiveness and Reconciliation -- Forgiveness and Reconciliation in the Context of Interpersonal Conflict -- Some Definitions -- What's to Forgive? -- Some Misconceptions about Forgiveness -- When There Is an Imbalance of Power -- The Matter of Memory -- Decision or Process? -- How Process May Lead to Decision -- Getting Stuck: Eddies in the River -- The Personal and Interpersonal Dimensions of Forgiveness -- Implied Forgiveness -- Gestures -- Communicating Forgiveness Directly -- The Value and Limits of Apology -- Final Thoughts on Apology -- Switching the Point of View: Receiving Forgiveness and Forgiving Oneself -- Reconciliation: A Late Stage in the Journey -- Insights from History, Politics, and Literature -- The Strand of Truth -- The Strand of Forbearance -- The Strand of Empathy -- Commitment to the Relationship out of Awareness of Our Interdependence -- The Tie That Binds: A Multicultural Example from Hawaii -- Conclusion -- Summary -- Key Terms -- Review Questions.
Explains the key dynamics of personal conflicts that we all face. This title examines the central principles of effective conflict management in a wide variety of contexts - whether at home or on the job. Its combination of research and examples gives students a theoretical and practical foundation in conflict management.
College of Business and Accountancy Bachelor of Science in Business Administration Major in Human Resource Mgt