Conflict

1. Structure-process-outcome theory (Watson and Johnson)

1.1. Constructive controversy

1.1.1. Concurrence seeking

2. Concurrence seeking = groupthing

3. Outcome

3.1. Constructive

3.1.1. Cooperative

3.1.1.1. Win:Win

3.1.2. Constructive controversy

3.1.2.1. Cognitive reasoning

3.1.2.2. Perspective taking

3.1.2.3. Creativity

3.1.2.4. Attitude toward change

3.1.2.5. Motivation to improve understanding

3.1.2.6. Attitudes toward decision making

3.1.2.6.1. Attitudes toward controversy

3.1.2.7. Interpersonal attraction and support

3.1.2.8. Self-esteem

3.1.2.9. deliberate discourse (Aristotle)

3.1.2.9.1. advantages

3.1.2.9.2. disadvantages

3.1.2.10. As opposed to

3.1.2.10.1. Debate

3.1.2.11. Foundation of American Democracy

3.1.3. Education for constructive conflict

3.2. Destructive

3.2.1. Competitive

3.2.1.1. Win:Lose

3.2.1.2. Conflict Theory (Marx)

3.2.2. Violence

3.3. Goals

3.3.1. interdependence

3.3.1.1. Substitutability

3.3.1.2. Attitude

3.3.1.2.1. Inducibility (readiness)

3.3.2. dependence

3.4. Social Justice

4. Individual

4.1. Motivation

4.2. Attribution Process

4.3. Emotions

4.3.1. Constructive effects

4.3.1.1. Destructive effects

4.4. Self-control

4.5. Judgemental biases

4.6. Personality

4.6.1. Freud psychosexual development

4.7. Development

5. Relationship

5.1. Trust

5.1.1. Readiness to trust – personality (Worchal 1979)

5.1.2. Institutional trust

5.1.3. Expectations from Others

5.1.4. A belief in / willingness to act on the basis of the words, actions, and decisions of another (McAllister, Lewicki, Homes), affected by:

5.1.4.1. Trust Disposition - personality

5.1.4.1.1. trust people with the same psychological orientation - congruent psyche

5.1.4.2. Situation parameters

5.1.4.3. History of relationship

5.1.4.4. Reputation and stereotypes

5.1.5. Types

5.1.5.1. Calculus-based - fear of consequences

5.1.5.2. Identification-based - learning what is important to the other and placing the same importance on those things -> collective identity

5.1.6. Distrust

5.1.6.1. Fear

5.1.6.2. Attributing bad intentions

5.2. Communication

5.2.1. Communication Paradigms

5.2.1.1. Encoding - Decoding

5.2.1.2. Intentionalist Paradigm

5.2.1.3. Perspective-Taking Paradigm

5.2.1.4. Dialogic Paradigm

5.2.1.5. Form and substance matter

5.2.2. Language

5.2.2.1. Nonviolent communication

5.2.2.2. Appreciative inquiry

5.2.2.2.1. positive change

5.2.2.2.2. meaning making

5.2.2.2.3. freedoms

5.2.2.2.4. power

5.2.2.3. Powerful Nondefensive Communication

5.2.2.4. Constructive Communication

5.3. Persuasion

5.4. Power

5.4.1. Types

5.4.1.1. Dynamic - relationships between person and environment

5.4.1.2. Environmental - to influence env

5.4.1.3. Relational - influence another person

5.4.1.4. Personal - to satisfy one's own needs

5.4.1.5. Potential / Kinetic

5.4.1.5.1. Power bases - potential

5.4.1.5.2. Power use - kinetic

5.4.1.5.3. Influence strategies

5.4.1.6. Primary and secondary

5.4.1.6.1. ability to shape norms and values (primary)

5.4.1.6.2. exercise of power (secondary)

5.4.1.7. Top-Down, Middle-Out, and Bottom-Up Power

5.4.1.8. Effective power – with sustainable outcomes

5.4.1.9. Perceived power

5.4.2. Components

5.4.2.1. Personal factors

5.4.2.1.1. Power Orientations (developmental - McClelland, Piaget)

5.4.2.1.2. Authoritarianism

5.4.2.1.3. Need for power

5.4.2.1.4. Ideological frames of reference (Burrell and Morgan 1979 ; Stephens 1994)

5.4.2.1.5. Implicit Power Theories (Coleman, 2004)

5.4.2.1.6. Social Dominance (Sidanius, Pratto, and Bobo, 1994)

5.4.2.2. Environmental factors

5.4.2.2.1. Deep Structure - past power relations between parties

5.4.2.2.2. Culture

5.4.2.2.3. Legitimizing Myths

5.4.2.2.4. Roles

5.4.2.2.5. Hierarchy

5.4.2.2.6. Inequitable Opportunity Structures

5.4.3. Principles of Power-Conflict Dynamics

5.4.3.1. Increased conflict

5.4.3.1.1. changes in the status quo of the balance of power

5.4.3.1.2. obvious power assymetries

5.4.3.2. Sustainable Resolution (Adam Curle 1971, Lederach, 1997)

5.4.3.2.1. relatively balanced relations

5.4.3.3. Orientation to power

5.4.3.3.1. competitive is costly

5.4.3.3.2. cooperative -> power with

5.4.3.4. Powerful people want to preserve their power

6. Groups

6.1. Problem solving and creativity

6.2. Intergroup conflict

6.2.1. Forms-where there are differences between groups

6.2.1.1. Organizations

6.2.1.1.1. departments

6.2.1.1.2. factions

6.2.1.2. Communities

6.2.1.2.1. interest groups

6.2.1.3. Ethnic, racial, or religious groups

6.2.1.4. Societal level

6.2.1.4.1. Authorities and constituents

6.2.1.4.2. Majorities and minorities

6.2.2. social processes, particularly those at the group and intergroup levels

6.2.3. Goes beyond mis-perception or misunderstanding

6.2.3.1. Social power

6.2.3.2. Access to resources

6.2.3.3. Important life values

6.2.4. Social psychology

6.2.4.1. Psychology

6.2.4.1.1. understanding of individual processes, especially in perception and cognition

6.2.4.2. Sociology

6.2.4.3. Classical studies

6.2.4.3.1. boys’ camp groups (Sherif, 1966)

6.2.4.3.2. management personnel in training workshops (Blake and Mouton, 1961)

6.2.4.3.3. volunteers in a prison simulation (Haney, Banks, and Zimbardo, 1973)

6.3. Culture

6.4. Managing conflict in large groups

6.5. Social Darwinism - survival of the fittest

6.6. Social identity determines response

6.6.1. Ingroup

6.6.2. Outgroup

7. Types of conflict

7.1. Moral Conflict

7.2. Family Conflict

7.3. Organizational conflict

7.4. Race

7.5. Gender / Sexual Orientation Conflict

7.6. Identity conflict

7.6.1. Religious Conflict

7.6.2. Ethnic conflict

8. Time

8.1. intractible conflicts

8.1.1. How and when to intervene

8.1.1.1. Ripeness

8.1.1.2. Critical moments

8.1.1.3. Turning points

9. Resolution

9.1. Negotiation

9.2. bipartisan

9.3. 3rd party

9.4. Factors affecting success

9.4.1. social justice

9.4.2. equity

9.4.3. Actions

9.4.3.1. effective

9.4.3.2. bungling

9.5. Reconciliation

9.6. Problem Solving and Decision Making Model

9.6.1. Behavioral decision making

9.6.2. Anchors, frames and reference points

9.6.3. Risk

9.6.4. Stress

9.6.5. Power imbalance

9.6.6. Fairness

10. Modeling conflict

10.1. Field Theory

10.2. Game Theory

10.2.1. Zero Sum Games

10.2.2. Coalition Games

10.2.3. Mixed Motive Games

10.3. Applicability to other contexts

10.4. Social Identity Theory (Tajfel)

10.4.1. exaggerating the positive qualities of one’s own group

10.4.2. exaggerating the negativequalities of the out-group

10.5. Relative Deprivation Theory Merton and Kitt 1950)

10.5.1. Conflict escalates

10.5.1.1. Theory of Conflict Resolution (Deitch)

10.5.1.1.1. Cooperative Orientation

10.5.1.1.2. Reframing to a problem solving approach

10.5.1.1.3. Norms of Cooperation

10.5.1.1.4. Values

10.5.1.2. changes in status quo of balance of power

10.6. Situated Model of Power and Conflict (Coleman, Kugler, Mitchinson, Chung, and Musallam, 2010; Coleman, Vallacher, and Nowak, 2012; Coleman, Mitchinson, and Kugler, 2009)

10.6.1. Is the other party with me or against me

10.6.2. What is my power relative to the other party’s

10.6.3. To what extent are my goals linked to the other party’s goals, and how important is this conflict and relationship to me?

10.6.4. Basic Conflict Stimulus Field

10.6.4.1. benevoelence (high power, cooperative)

10.6.4.2. Support (low power, cooperative)

10.6.4.3. Dominance (high power, competitive

10.6.4.4. Appeasement (low power, competitive

10.6.4.5. Degree of autonomy

11. Justice

11.1. Distributive

11.1.1. Conditions and goods required for well being

11.1.1.1. psychological

11.1.1.2. physiological

11.1.1.3. economic

11.1.1.4. social

11.1.2. based on

11.1.2.1. need

11.1.2.2. equity

11.1.2.3. equality

11.2. Procedural

11.3. Sense of (victims and victimizers)

11.4. Response to Crime

11.4.1. Retributive

11.4.2. Reparative

11.4.2.1. Empathy

11.4.2.2. PTSD

11.5. Moral Inclusion

11.6. Cultural Imperialism

11.7. Challenging Privilege

11.7.1. Difficult to see privilege

11.7.2. Inequality is difficult to overcome

11.7.2.1. people don't want to give up power

11.7.2.2. Social dominance theory

11.7.3. Unequal outcomes viewed as natural