Book Summary of Interpersonal Conflict by Joyce Hocker and William Wilmot
Citation:
Joyce Hocker and William Wilmot. Interpersonal Conflict. 2nd ed. rev., Dubuque, Iowa: Wm. C. Brown Publishers, 1985, 236 pp.
This Book Summary written by: Conflict Research Consortium Staff
Interpersonal Conflict explores the factors which contribute to interpersonal
conflict, with particular attention to the communication behavior of
the conflicting parties.
Interpersonal Conflict will be of interest to those who seek a
better understanding of the process of interpersonal conflict, and
general techniques for interpersonal conflict management. This work is
divided into eight chapters, with indices. An appendix lists sources for
conflict measurement scales, and for educational exercises and simulations.
Chapter One describes the nature of conflict. The authors
first identify and dispel misconceptions about conflict. They then explore
various common images of conflict, such as conflict as war, as trial, as upward struggle. The first chapter concludes with a
description of the elements of conflict, and the distinction between productive
and destructive conflicts. Chapter Two explores various styles
of conflict for individuals and systems, and suggests methods of
adapting or "unfreezing" such styles.
In Chapter Three the authors discuss the role of power in
interpersonal conflict. Power is pervasive in conflict situations.
Bases of individual power in conflict include expertise, resource
control, interpersonal linkages, personal qualities, and intimacy. The
authors discuss ways to assess power, and techniques to balance power imbalances. Chapter Four turns to the issue of
goals in
conflict. Incompatible goals are part of every conflict. Clarifying those
goals is a first step toward conflict resolution. Four tactics for building collaborative goals are described. Parties must separate
people
from the problem. They should focus on interests rather than on positions. Parties should generate a variety of
options before
deciding what to do. Finally, results should be based upon an objective
standard. Chapter Five discusses some of the strategic choices
available to conflicting parties. The basic choice is whether to avoid
or engage in conflict. The authors describe both avoidance tactics and
engagement tactics. Engagement tactics may be either competitive or collaborative.
Chapters Six through Eight focus on techniques for intervention into
and resolution of conflicts. Chapter Six describes how to assess
conflict and identify conflict patterns. The authors approach conflict
assessment via systems theory. Chapter Seven introduces self-regulation
as a technique for influencing conflicts from the "inside".
Techniques for self-regulation include use of fractionation, GRIT,
negotiating the rules of process or interpersonal agreements, and crisis
management. Chapter Eight turns to external interventions in conflict by third
parties. The authors describe an intervention continuum, ranging from informal
to formal. They describe the intervention process, both formal and
informal, in general terms. The chapter concludes with discussion of formal
modes of intervention: adjudication, mediation, and arbitration.
Interpersonal Conflict provides an excellent introduction to the
communications approach to conflict analysis and management.
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