A style of dealing with conflict in which the needs of others overwhelm one's own, in an effort to be diplomatic; characterized by submissive communication; also known as smoothing.
The process of seeking to understand another person's point of view, demonstrating a desire to understand the meaning of that person's communication without judgment.
A positive, respectful atmosphere in which to communicate.
The sharing of one's needs and concerns, while respecting the needs of other persons involved.
A conflict style in which disagreements and concerns go unexpressed, often making the circumvented conflict worse.
Best Alternative To a Negotiated Agreement
Actions in reaction to conflict, such as yelling, walking out, withdrawal, or negotiating.
A private meeting outside of a larger group; in mediation, it is a meeting with each party separately.
Thoughts and ideas about a conflict, often present as "inner voices" and sub-vocalizations.
The pooling of individual needs and goals towards a common goal; a conflict style that often produces a better solution than any individual party could achieve alone; the integration of separate interests.
A conflict style in which one's own needs overwhelm the needs of others; often characterized by aggressive communication; tends to result in conflict escalation.
A conflict style involving tradeoffs, resulting in some sense of satisfaction, but no real exploration of the underlying needs of the disputing parties.
Conflict styles: Varying approaches of behaving during conflict
A situation (or decision) in which all members of a group find an outcome to be acceptable; most valued when members of the group perceive it to be genuinely "safe" to express dissent.
Feelings curing a conflict, such as anger, fear, confusion, or elation; often contribute to behavioral and physical responses.
The ability to put oneself in another person's position and understand that point of view.
The power accumulated from developing great technical knowledge regarding a particular role or set of challenges
Parties to a dispute who hold extreme, strongly held, convictions about the right positions and solutions in a conflict; often the strongest voices in a multi-party dispute
One who makes the process easy; a person empowered by the group to manage a group process (e.g., a meeting).
The rules of conduct that govern the interactions of group members; expectations regarding interpersonal behavior.
A technique for expressing one's feelings assertively, without evaluating or blaming others; "I"-messages connect a feeling statement with the specific behaviors of another person and the consequences of those feelings and behaviors.
A point at which conflicting parties feel "stuck" and no longer able to find effective solutions; often a normal phase of the conflict resolution process.
Most Likely Alternative To a Negotiated Agreement
An impartial third party who facilitates the resolution of conflict between two or more parties.
Parties to a dispute who tend to be able to see valid aspects of each perspective and have greater flexibility about potential definitions of the negotiating space; often will be reluctant to express views in a multi-party dispute.
Conflicts involving more than two identifiable parties or factions.
The power that accrues to those who know "the lay of the land" in a given group, and how to get things done; power coming from familiarity with cultural norms
In a facilitated meeting, the introduction given by the facilitator to set the tone for the meeting, establish ground rules, and clarify the process.
Bodily reactions to conflict, such as muscle tension, sweating, and dry mouth; often interact behavioral and emotional responses.
The intervention of a concerned third party encourage participation in the negotiation or discussion process; can take place prior to or between meetings; an initial phase of the mediation process, where mediator meets with each party prior to a joint session.
An intentional and systematic process by which effective responses are sought for difficult situations.
Issues that relate to the process by which a problem is addressed; one of three sets of concerns (along with substantive and psychological concerns) in conflict.
Issues that relate to the emotional well being of group members, such as safety, trust, integrity concerns; one of three sets of concerns (along with substantive and procedural concerns) in conflict.
The power that one accrues from earning respect from others, generally associated with integrity and competence.
One who has a vested interest in a situation or outcome.
The "stuff" of the discussion; the issues that most view as the basis of the problem to be solved; one of three sets of concerns (along with procedural and psychological concerns) in conflict.
Worst Alternative To a Negotiated Agreement