THESIS PROPSAL Title: QUESTIONS IN IMPLICIT CONFLIKT TALK Candidate: AYMEN ADIL MAHMOOD Supervisor: Prof. Yang Wenxiu Major: Linguistic and Applied Linguistic Date: 2014 1. Introduction The term conflict has been used in different ways, or with different forms (e.g. racial, ethnic, religious, political, marital, personal, etc.),or at different levels (e.g. within the individual, between individuals, between groups, between organizations, between nations, etc.) and in different contexts (e.g. at home, in organizations, on the battlefield, etc.). Conflict is often seen as aggressive and hence a destructive phenomenon. It is generally understood as something that has to be coped with and solved. However, conflict can also be understood as a constructive process with positive consequences (Iborra2004, McWhirter 1999, 2000). From a developmental point of view, conflict can help us “to solve ourselves”(Iborra & Santamaría 2006). This means that conflict is also considered a chance for personal development. Conflict talk is a common but complex phenomenon. Research on conflict talk has been done from different fields, such as philosophy, rhetoric, sociology, anthropology, psychology and linguistics. Honda (2002) viewed conflict talk as a process of opposition which includes not only the manifestation of opposition, but the whole process of inducement, initiation, development, and management of opposition. McDermott (1976) says ' 'conflict talk occurs in a
Like Stephen R. Covey once said, “most people do not listen with the intent to understand; they listen with the intent to reply” (Stephen Covey). Most people do not try to see things in the point pf view of others, they like to jump to conclusion. Conflict is an interaction between interdependent people who perceive that they have contradictory goals or scare resources. The more important the relationship is, the more important the conflict is.
Conflict is inevitable in any personal relationship or among members of any group. While we encounter many types of conflict in our lifetime, we often look for ways to avoid conflict. So, why do we run away from dealing with our conflict? It is often because many of us fear the conflict will escalate into a situation we will not be able to sustain. “As conflicts escalate, they go through certain incremental transformations. Although these transformations occur separately on each side, they affect the conflict as a whole because they are usually mirrored by the other side. As a result of these transformations, the conflict is intensified in ways that are sometimes exceedingly difficult to undo” (Pruitt, and Kim 89). We
What is conflict? Even something as basic as a universal definition for the word conflict seems to vary from source to source. A literature review focusing on conflict defined it as “the interaction of interdependent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility” (Brinkert 2010). Often times the disagreement results not from a concrete difference, but rather a difference in perception (Ellis & Abbott 2012). One of the most important factors effecting conflict management is the resolution style used. The most often used tool for classifying how conflict is managed is the Thomas-Kilmann Conflict Mode Instrument (Iglesias & Vallejo 2012).
Learning to communicate efficiently and manage conflict successfully is challenging. Gaining cooperation between people is complex and mentally demanding. Communication ways and conflict styles are deeply woven into our personalities. Conflict is the expressed struggle of interdependent parties who perceive incompatible goals, interference from the other party in achieving those goals, and the perception of scarce resources. Perceptions are just as important as reality in regards to conflict. As stated in the text, “we encounter conflict as we compete for acceptance, love, recognition, position, power, success, and many other goals. Judgments of the quality of
Encountering conflict is an inevitable facet of human existence, which by definition is the opposition of intangible entities. From conflict individuals and societies may be challenged and furthered in terms of social and moral values and beliefs, as each comes to encounter the underlying and intangible elements of conflict and through this, humanity.
On a crisp autumn day in 2016, while hidden away from the cares of my daily routine in my family room, I was called upon to elaborate on an important aspect of my life. It took some time for consideration to determine how to best portray a journey I have taken in managing conflict, as I am not a young woman. Decades filled with the blessings of being the mother of disabled children, years lived as a single parent, as well as the process of maturation, tempered by the fires of adversity, have molded me into who I am today. As I reflected, I wondered if would I know how to deal with conflict as I do now without the life experiences I have had? Certainly not! The following paragraphs will describe my primary conflict style and why I use it, how I have changed constructively in this area, how the other four styles of conflict management may serve me, and where I hope to arrive as I continue to make my way along the journey of my life.
One thing that is a part of every person’s life on every day of every week of every month of every year is conflict. Conflict is something that people, no matter how they strive, cannot escape from. Whether the conflict on a certain day is on a large scale or it is a miniscule bump in the road, it can be said that there will always be conflict. When people encounter conflict, the sole thing on their minds is to devise a way to be rid of it. The way that a person responds to whatever conflict they are faced with is what determines success or failure. If a person meets the conflict head on and with a positive attitude, then it is almost certain to end in success. If a person meets the conflict with a negative attitude and tries to avoid it, then
INTRO: Conflict is a necessary part of life. Without conflict, we have no reason to better ourselves, our communities, our nations, or our planet. Without conflict, stories would have no meaning, there would be nothing to learn from our past or those who came before us. In reality, it is not these conflicts that we are able to grow from, but the ways that conflicts are resolved.
Over the past thirty years, the Cornell Speech and Debate Society (“CSDS”) has established itself as a internationally-recognized debate and speech organization. Like all organizations, however, the CSDS and its members experience conflict that arises from various sources. In particular, many of the CSDS’s structural and organizational dynamics create and exacerbate conflict rather than resolve it. The most common and recurring sources of CSDS conflict include status differences among various stakeholders, competition for limited resources, and perceptual differences of the CSDS’s purpose. To mitigate conflict that arises from these sources and others, the CSDS should adopt a multifaceted conflict resolution system that seeks settle conflict
Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.
Conflict is defined as the behaviour due to which people differ in their feelings, thought and/or actions. Collins (1995) states that the conflict is a ‘serious disagreement and argument about something important’ and also as ‘a serious difference between two or more beliefs, ideas or interests’ (cf. Kumaraswamy, 1997, p. 96). In general it is believed that conflicts are the underlying cause of disputes. In other words, dispute is a manifestation of the deep rooted conflict. A dispute is defined as ‘a class or kind of conflict, which manifests itself in distinct, justifiable issues. It involves disagreement over issues capable of resolution by negotiation, mediation or third party adjudication’
Conflict is in inevitable part of our everyday lives. Since no two people view things in the exact same manner, disagreement will most certainly arise at some point in time. Conflict is simply a difference of opinion and is considered to be a normal part of our everyday lives. There are several different forms of conflict and not all of them are considered to be bad. This paper will discuss the causes of conflict, the different types of conflict, and barriers to conflict. According to Communication Research Associates, conflict is a condition of imbalance within an individual (Communication Research Associates, 2005, p. 178). Keep in mind that just as there are disadvantages to conflict, there are also several advantages.
The traditional view of conflict is that conflict is intrinsically negative, produces negative consequences, and has a detrimental effect on organizations. Like the other two viewpoints, the tradition al view realizes that conflict is essentially inevitable. However, this viewpoint strives to minimize if not outright avoid conflict because it deems it to produce noxious consequences. This outright avoidance of conflict is not necessarily adhered to in the human relations view of conflict. This viewpoint posits the notion that conflict is and of itself natural, or organic in nature. Whereas the traditional viewpoint of conflict is that it is always bad, the human relations viewpoint sees conflict as a natural
De lo anterior, observamos que para tener un conflicto necesitamos de tres componentes: [Vásquez Ramírez, W. (n.d.)] una situación conflictiva, actitudes conflictivas y comportamientos conflictivos. La situación conflictiva es la diferencia de opiniones, creencias, una necesidad insatisfecha, una mala comunicación; las actitudes conflictivas serán, sin lugar a dudas, las emociones tales como, el enojo, el miedo, la frustración y la