Page 326 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Managing Conflict in the Small Group 309

Labeling more integrative conflict behaviors as all good and the others as all bad
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oversimplifies these approaches and is misleading. For example, members who
come into task conflict with expectations the conflict will be competitive may initially
be suspicious of more collaborative tactics. Groups high in competitive expectations
shape their behavior by initially being competitive, moving to building trust, and then
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shifting into more collaborative actions. In addition, judging whether a style and its
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tactics are good is just not about their effectiveness but also their appropriatness.
A style’s effectiveness is judged by the person using that style, and appropriateness is
judged by the other members. Often groups fail to realize their group conflicts may be
a clash between style effectiveness and appropriateness. 59
These different approaches to conflict show us that dealing with conflict is,
again, a complicated dynamic among perceptions, emotions, and behavior. Adopting
ethical guidelines early on and using them during group work can help you do the
“good, hard” work of managing your group conflict.
Group members generally perceive integrative styles as more competent, also.
However, sometimes there is little time for collaborative decision making. In such
cases, a group must balance passive tactics (e.g., giving in, avoiding the subject) with
confrontational, controlling ones. Passive styles promote coming to an agreement too
soon, without examining options carefully. Confrontational styles, while sometimes
effective in the short term, risk harming member relationships. When you are in a
temporary, short-term task group, steer clear of passive tactics and balance confronta-
tional tactics with integrative ones whenever you can.

Expressing Disagreement Ethically
Ethical behaviors in conflict situations are those that promote the beneficial outcomes
of conflict (e.g., greater understanding of issues, increased cohesiveness) while mini-
mizing the destructive outcomes (e.g., hurt feelings, personal attacks). The following
suggestions will help members behave with integrity and sensitivity during conflicts:
1. Do express your disagreement.
Not confronting disagreements can reduce satisfaction with the group, and
failure to express honest disagreement circumvents the decision-making and
problem-solving process in a group. By not speaking up when you disagree, you
deprive the group of potentially valuable information. In a sense you deceive,
because your silence suggests that you agree.
2. Stick with the issue at hand.
When you disagree, deal directly with the issue under discussion. Do not bring
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up side issues or allow hidden agenda items to motivate you. Remember to
separate process issues dealing with logistics from those dealing with fairness.
3. Use rhetorical sensitivity.
Be sensitive and perceptive enough to select words that will not push others’
emotional buttons. Be a high self-monitor, observing the effects of your state-
ments on others and adjusting as appropriate. Use persuasion, not threats, to
make your points. 61

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