Aaron Murdock

COMM 3420

Reading Journal 8

1. Effective conflict management uses both competing and collaborating conflict styles.

a. Competing indicates a party is engaging with the other, not waiting for the

conflict to blow over. When one party competes, it can motivate the other party to

respond in like and work to find a solution.

i. This makes me think of instances in business when two competing

companies are able to help each other rise, bringing the industry as a

whole with them and elevating them all in the minds of the consumers.

b. Collaborating moves both parties toward the goal of resolving or at least properly

managing the conflict.

2. Remember that the viewpoints of others are also valid, and to approach conflict with an

understanding of those viewpoints.

a. If you need to, repeat what they said back to them in your own words along with a

questions like, “Am I understanding this correctly?”

b. I practice this at work, in a way. I troubleshoot internet issues, so when people are

angry when they call in, I clarify the situation in my own words to make sure I

understand, and to validate that I hear what they are saying and where they are

coming from.

3. Differentiation is necessary for parties to engage in for collaborative conflict

management to work.
 a. When both parties have an appreciation of the others’ views and positions, they

will understand why both parties want a resolution to the conflict, and be more

willing to work together rather than just compete.

b. This stage is easy to get caught up in. We see it in the political arena where parties

and people are so busy defining what their positions are that they don’t move on

to integration.

4. First identify the issue, then develop of a vision of what it will look like once the conflict

is resolved. Next, generate a variety of possible solutions, then evaluate these solutions

and choose one. Finally, implement the solution and determine whether it was effective

in resolving the conflict.

a. This very closely follows the group decision-making model I’ve learned about

previously. It even includes the evaluation stage.

5. There are five beliefs that can lead to escalated, violent conflict or terrorist actions:

a. Superiority

i. The idea that some people are better than others.

b. Injustice

i. The idea that a group has been mistreated by a specific other group, and

that the world is out to get them.

c. Vulnerability

i. Exaggerated defenselessness. The idea that others are more powerful than

the group is.

d. Distrust
 i. An expectation of hostile actions from others. Leads to self-defeating

behavior and humiliation.

e. Helplessness

i. The feeling of being at a disadvantage compared to other groups. Also a

lack of hope for a good outcome.

f. These 5 things by themselves may not be bad, but when combined into one group,

it can lead to anti-social action. Compromise or collaboration could even make

things worse.

Q1: According to Brené Brown, vulnerability is a good thing. What are the differences between

her understanding of vulnerability and the textbook’s definition?

Q2: What makes “being the victim” so appealing to some?