1

Using Effective Communication Techniques to Resolve Conflicts

Cheyenne Rose

COM 325

Professor Jenessa Gerling

October 19, 2022

 2

Using Effective Communication Techniques to Resolve Conflicts

Introduction

A disagreement might arise out of any degree of ambiguity or miscommunication. Disputes

may arise from either positive or negative tensions between many parties. An impasse in

communication may arise when a dialogue is one-sided and not mutually beneficial.

Eventually, this will lead to little tension between the various groups involved. Because of

their disagreement, misunderstanding, or confusion, the two parties will not be able to hear

one another's views. As people get more invested in one another and more reliant on one

another in their daily lives, conflicts are sure to arise, little grievances will grow in

importance, and emotions will run high. Disputes are unavoidable, but they do not have to

boil over into violence if alternative measures are taken. In tense circumstances, we may

always decide how to respond, and we must take full responsibility for the outcomes of our

actions. Cahn, D. D., and R. A. Abigail (2014). Therefore, this paper aims to outline many

constructive strategies for increasing communication and lessening the impact of

disagreements. I will be discussing various approaches, the impact of both positive and

negative conflict on group dynamics, and the need to acknowledge and manage one's

emotions as one works toward a peaceful conclusion. I will be able to describe the function of

forgiveness and offer advice on how to achieve desirable results in our interactions with

others.

Techniques for Communicating

Even when there is a conflict, there are several methods to talk things out with one another.

There are other communication methods than just gesturing and chatting back and forth.

Examining the communication process is a good approach since there are conflict

communication solutions available via communication in most "difficult" circumstances. One

 3

of the most important parts of speaking is being polite, which is treating the other person

respectfully and without attacking them personally. A conversation is a meeting of

dysfunctional and functioning patterns. The outcomes varied depending on the mode of

interaction. Successful conflict management and interpersonal conflict resolutions may be

broken into five distinct phases. Instead of isolated media and messages, there is

"communication in a network of social relationships. The other is that it is essential to

examine the interplay between mass media and interpersonal channels, as they both

contribute to and are influenced by the dissemination of information (Sun, S.,2009, pg. 453,

Para 7). For example, try listening with more than just your ears and mind. This is one of

many good models for gathering information and responding intelligently to what one has

learned. Selective hearing describes a situation in which an individual responds to a

conversation by relying on only a subset of the information conveyed to them.

The next step in effective communication is being honest with the other person and

articulating how your feelings make you feel. Show the individual speaking with you that you

are paying attention to what they are saying using appropriate facial expressions. For

instance, I conversed with one of the children, and they informed me that their most beloved

pet had passed away. Because they confided in me something that brought them sadness, I

would demonstrate compassion, care, and concern for them. Consequently, giving them the

appropriate perceptions will not insult them, which is an example of demonstrating

consideration for their emotions.

Constructive criticism is yet another strategy that has the potential to be of great use.

As we move through life, we won't always agree with what other people say. Therefore,

offering constructive criticism may be helpful in improving future conflict situations. This

indicates that the individual will provide constructive counsel and solutions directed toward

the problem at hand. They provide input that is valuable and often employed inside that
 4

specific collection of difficulties to better that particular circumstance. The purpose of a

person who offers constructive criticism is not to harm or offend the recipient of the

feedback; instead, it is to contribute to the discourse at hand and to keep in mind the positive

aspects of providing feedback.

The last strategy is to avoid using words or phrases that might cause an argument.

When it comes to most confrontations, the parties involved are so focused on who would

emerge victorious in the debate that they reply with integrative signals. That adds a layer of

strain and stress to the situation, making both sides more irritated. For instance, my daughter

shared that one of her siblings had misplaced one of her most treasured possessions. She

became furious as she stormed around the home, and since she was so angry, the only

expression on her face was one of vengeance. It seemed as if she was searching for her

brother like a hunter would search for their prey. After a while, I ended the crazed search and

requested both sides present their case. I cautioned them against treating one another with

contempt and against using language that may make the situation much more difficult. After

everyone had a moment to compose themselves, the object in question was located in the toy

chest.

Conflict Management

Successful conflict resolution is achieved by minimizing the negative and amplifying the

positive aspects of a situation. It improves our efficiency and the efficacy of various

outcomes when dealing with conflicts. Conflict management is the approach to

communication that we use after assessing the nature of the conflict at hand. Adaptability and

a firm conviction that each conflicting party can successfully realize its vital goals are

essential components of effective conflict management. Cahn, D. D., and R. A. Abigail

(2014). We must take action in managing conflicts if we are to have any chance of achieving

a desirable and lasting outcome. The conflict's origin(s) must be determined. A speedy
 5

resolution is more likely if we learn as much as possible about what precipitated the conflict.

Understanding a conflict requires probing questions from time to time. Let us say I am a

manager, and I overhear a disagreement between two workers. Inquiries like "how did the

incident begin?" would be typical of my line of inquiry. When exactly did the incident cause

them to become upset? These questions would lead to an answer and allow workers to

explain their side of the story.

Taking a step back from the situation is also essential in resolving conflicts. It is not

always the circumstances surrounding a conflict that causes tension. It is not uncommon for

conflicts that seem manageable at first to spiral out of control due to the stress that follows

them. Using the same reasoning as before, I will treat it as a disruptive disagreement if two

workers are engaged in a loud argument that can be heard across the office. It is clear that I

need to calm everyone down by getting to the bottom of what is causing this conflict. When I

want to criticize someone, I have to go beyond their words and try to understand why they are

the way they are. Avoiding emotional language and asking clarifying questions will help me

get to the root of the problem so that I can ask for help finding a solution. Which begs the

question, how can things possibly change? For each side of the disagreement, I may provide

questions about how they see the situation improving. After that, we may collaborate to

pinpoint these answers and reach a consensus on how to proceed. When you include the

thoughts of others, you may find that you come up with a wide range of new ideas. The last

missing component would be for people to start working together finally. Effective dispute

resolution often requires nothing more than attentive listening. Although conflicts are

unpleasant, developing the skills to avoid them effectively in the future shows maturity.

Workplace Ethics and Conflicts

I presume we've all been in a situation where there was tension at work at one time or

another. It happened and had to be fixed, no matter how big or small. When working with
 6

others, conflicts are sometimes unavoidable. People have different opinions, and under

certain conditions, those disagreements can escalate into conflict; how you deal with that

conflict determines whether or not it benefits the team or contributes to its demise

(Manktelow, 1996). The stress level may be higher than necessary because of the focus on

the conflict rather than the underlying causes. If my company were to choose between two

employees for a promotion, for instance, which one would it choose? To advance in the

company, one worker decided to take credit for another's efforts. There will be a clash of

values within the group as a result of this. When two or more workers find themselves in

conflict, ethical problems arise.

To make an informed decision, the management team must determine who deserves

the promotion and how to measure that. Ethical conflicts are rarely about right and wrong but

rather about finding a middle ground. A decision on the most appropriate strategy is required

in order to strike a balance between the competing interests. The best course of action is to

deal with an ethical conflict at work and ensure it does not happen again. Both the nature of

the ethical dilemma and the nature of the problem must be specified. When a course of action

is proposed that satisfies legal requirements but fails to meet internal ethical benchmarks, an

ethical dilemma may arise. Then we need to think of other ways to try to solve the problem,

and an ethical line of thinking would be a great place to start. It is often a good idea to get

extra assistance once an action plan has been determined and assessed—something like a

board of directors or other advisory or support groups. Conflict resolution in the workplace

may be complex. When the organization is confident that its decision will be honored and the

party's rights have been thoroughly considered and handled equitably, this approach may be

helpful in working through any ethical conflicts that may arise.

Arbitration and Mediation

 7

There may be multiple paths to resolution depending on the nature of the conflict. In a

flash, the situation may go from peaceful to violent. It is not uncommon for parties to go to

extreme methods to achieve a successful outcome. An arbitrator is a neutral third person who

hears all sides of a dispute and renders a binding judgment. The rulings are usually legally

binding, although consensus amongst the parties is required. It is set up like a trial in court.

This can be costly, but if a decision still cannot be made, a mediator can step in. The role of

the arbitrator is to hear all sides of the dispute and issue a binding ruling. However,

mediation, "when it comes to mediation in my experiences, is employed between two persons

or more to negotiate a settlement to a dispute scenario. Sometimes, a third party or neutral

individual is brought in to aid with this procedure. A mediator's job description often includes

"encouraging collaboration and discouraging completion between the parties" (Cahn, D. D.,

& Abigail, R. A., 2014, p.252). Such neutral third-party dispute resolution is effective when

all parties are willing to keep an open mind and heart. Given mediation's track record of

effectiveness, it is no surprise that it is increasingly being employed in both professional and

personal settings. Successful mediation led to a shift from a "competitive to cooperative

attitude" by fostering a "defensive communication environment" and "cooperation produces a

supportive atmosphere" (Cahn, D. D., & Abigail, R. A. 2014, p. 252). A mediator's role is to

hear out all sides of a dispute, but they lack the authority to issue a binding conclusion.

According to Cahn (D. D.) and Abigail (R. A.) (2014), "mediation provides the disputants

with a chance to discuss their emotions candidly, wants, aspirations, and motivations for

acting as they do."

Forgiveness

"A person is said to have forgiven someone when that person can let go of his or her

sentiments of vengeance and the urge for retaliation, as well as when that person is able to

modify his or her thinking towards the transgression and the transgressor." Cahn, D. D., &
 8

Abigail, R. A. (2014). When it comes to forgiving someone, it all comes down to how you

have grown as a person concerning them. Forgiving someone is forgetting that they did

anything wrong and having the patience to wait for time to heal the wounds that were caused.

It does not imply that you should not feel angry or that the person who did horrible things

against you is liberated from the consequences of their actions; instead, it is an action based

on self-interest and reshaping how the world interprets that specific circumstance.

The ability to forgive others is associated with several advantages, both mental and

physical, which are to one's advantage. Keeping a grudge may put a person in a hurtful and

egotistical position, as well as induce feelings of worry and sadness. "when it is done right,

showing forgiveness after a quarrel becomes a self-fulfilling prophecy: We declare that it is

possible to forgive; we behave toward the other as though we have already forgiven the

person; the other, in turn, has the experience of having been forgiven; and we can have a

relationship that has progressed beyond a relational transgression to the point where the

transgression no longer defines it. A communication method that serves as a dispute

resolution procedure is shown here. This communication process involves verbal and

nonverbal language, attributions, expectations, and confirmation. Forgiveness becomes

almost tricky when any of these phases are skipped or ignored. For example, if we claim we

forgive someone but do not behave as though we have, or if we keep talking about the

offense as if it has not been resolved, we make it nearly hard to forgive. Instead, we become

victims of relational transgression, and the transgression defines both ourselves and our

connection with others. However, we can reject the victim's status by reconciling with the

transgressor and forgiving them. (Cahn, D. D., & Abigail, R. A. (2014).

Conclusion

In summary, conflicts can occur at any age, but how we respond to each disagreement is the

most critical factor. Conflicts may provoke a wide range of thoughts and emotions, but the
 9

way we respond to them determines how far those feelings and emotions will go. A more

profound knowledge of the problems at hand may be attained by first identifying the

underlying cause of the disagreement and then dissecting it. When there is disagreement, the

objective should be to assist one another in successfully resolving the issue and to work

together toward improved results. Better results lead to stronger personal and professional

relationships and help people avoid repeating some of the same problems in the years to

come. Nevertheless, there is always the possibility of a disagreement, but honing one's

abilities in managing conflicts will take a long way. A conflict skill set that includes keeping

an open mind and heart will help avoid future confrontations.

 10

References:

Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.) 

[Electronic version]. Retrieved from https://content.ashford.edu/

Conflict Research Consortium(1998) Apology/Forgiveness. University of Colorado, USA.

International Online Training Program on Intractable Conflict. Retrieved from

http://www.colorado.edu/conflict/peace/treatment/amnesty.htm

Mankelow, J. (1996). Resolving Team Conflict: Building Stronger Teams by Facing Your

Differences. Mind Tools Ltd. Retrieved from 

http://www.mindtools.com/pages/article/newTMM_79.htm.

Joseph P. Forgas and Michelle Cromer, “On Being Sad and Evasive: Affective Influence s on

Verbal Communication Strategies in Conflict  Situations,” Journal of Experimental

Social Psychology 40 (2004), 511– 518.

Linda L. Putnam, “Definitions and Approaches to Conflict and Communication,” in John G.

Oetzel and Stella Ting Toomey(Eds.), ‐ The Sage Handbook of Conflict

Communication on Integrating Theory, Research, and Practice (Thousand Oaks, CA:

Sage Publications, 2006), pp. 1– 32.

Sun, S. (2009). Communication for Development and Social Change Journalism and Mass C

ommunication Quarterly, 86(2), pg. 453454. Retrieved from ABI/Inform Global.

(Document ID: 1860676171).