Page 332 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Managing Conflict in the Small Group 315

more likely to be settled upon principle instead of pressure. For example, the
United Way organization of a major midwestern city nearly disintegrated as a
result of arguments over which agencies should receive money. Finally, the
ad hoc committee established a set of cost accounting procedures enabling each
agency to determine how many people could be served for what amount. These
procedures then served as relatively objective criteria for United Way to use in
determining which agencies to fund.

Sometimes, despite a group’s best intentions, even principled negotiation fails to
bring about consensus, or a group is operating under a time deadline that forces
members to use other methods.

When Negotiation Fails: Alternative Procedures
Settlements derived through negotiation by the group itself are preferable to solutions
imposed by someone else because they tend to be more acceptable to all members.
The first two of the four alternatives presented in the following section involve the
group in breaking a deadlock. However, sometimes a group simply is not able to break
a deadlock. In that case, when a decision must be made, the leader has the two
remaining options.

Mediation by the Leader If a seemingly irreconcilable conflict emerges over goals or
alternatives, the leader might suggest the following procedure, outlined in Table 11.3,
which is an abbreviated form of that used by professional mediators for apparently
deadlocked negotiations between a union and management. The procedure represents
a last-chance group attempt to arrive at an acceptable decision without resorting to

TABLE 11.3
Present the alternatives Steps to mediation
Side 1 presents its position: what it wants and why; Side 2 is silent. by the group’s
Side 2 can ask clarifying questions and additional explanations. leader
Side 2 explains Side 1’s position to the satisfaction of Side 1.
The process is repeated for Side 2’s position.
Chart the alternatives (see Figure 11.3)
Group leader lists both positions on board or chart.
Leader (with help from group) lists pros and cons for each position.
Leader and group search for agreement and common ground on the charts.
Search for creative alternatives
Leader reviews all elements of common ground.
Leader asks group to look for solution acceptable to all; leader may propose
such a solution.
Leader asks members to compromise with a solution that meets minimum
requirements of both sides.
Resolution occurs if and when a consensus or compromise is adopted.

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