Introduction
Conflict, as an integral part of human existence, is often associated with negative connotations, such as fighting, warring, or behaving in loud, obnoxious, and disruptive ways. That is the common perception typically shared by most of us. It was my view on the subject before I was introduced to the subject in the book by Fred E. Jandt, titled “Conflict and Communication,” as well as other materials included in the course. The purpose of this paper is to review the four chapters from the book critically, connect them to my personal experience, and make an argument about how these chapters relate to one another.
Conflict in Our Lives
The first chapter starts with a strong claim about the nature of conflict. Jandt (2020) claims that, despite the negative connotation of the word, it is not inherently a bad situation to happen. The author claims that it is a neutral event that exists regardless of one’s feelings toward it, and that conflicts will always happen when there is a difference in views, beliefs, actions, and so forth (Jandt, 2020). This idea is new to me, and I am not sure it aligns with my perceptions or experiences.
According to Tabassum (2020), the very word “conflict” has become emotionally charged, with perceptions of it as good or bad skewed toward the opposing side. Given the subjective nature of conflict interpretation, I disagree with Jandt’s claims of the term’s (and action’s) neutrality. However, I would agree that conflict is both inevitable and necessary in our lives. It is necessary to separate good ideas from bad, lies from truths, and virtue from sin.
Another important subject covered in the chapter is listening as a primary mechanism for conflict regulation. Listening to the other person provides the listener with crucial information about the other person’s position and makes them feel validated in their thoughts and emotions (Jandt, 2020). In my experience, that is often the case, but not always. For effective conflict resolution that leaves no party dissatisfied, everyone involved must listen.
Otherwise, the conflict cannot be considered fully resolved, which will lead to further escalation down the line (Jandt, 2020). What I would like to add to Jandt’s writings, thus, is that if only one side listens, but the other one does not, the window for a mutually-satisfying conflict resolution becomes much smaller. Overall, the chapter lays a solid theoretical foundation for the arguments presented in the following chapters.
Power and Conflict Styles
The second chapter moves from the basic definitions and purposes of conflict to the types of conflict and one of the primary factors in resolving it – power. The collective definition of it, according to Jandt (2020), is the ability to enact change in accordance with one’s interests and beliefs. A conflict of any kind is, invariably, a competition of power in some way or measure. It may come from a position of authority, expertise, or the ability to persuade the other side, among other things (Jandt, 2020).
One description of power imbalance in the chapter resonates with my personal experiences. An individual with overwhelming power over others in a work setting may often disregard his employees’ opinions because there is no pressure on him to participate in the discussion. As a result, it appears that the ability to obtain power through various means is a prerequisite for an equal exchange in conflict resolution.
The section on various conflict styles aligns well with the power balance framework. Jandt (2020) outlines five types of resolutions: Competition, Collaboration, Compromise, Avoidance, and Accommodation. These resolutions, as well as their interpretations, are associated with the so-called “Western” confluent comparison. The non-Western paradigm is described as a set of principles that offer a broad range of conflict-resolution strategies, with greater emphasis on compromise and concern for others rather than for oneself (Jandt, 2020).
My personal experiences and understanding of history do not agree with the separation of conflict styles into East and West. Western culture has been collectivist for the majority of its existence, whereas Eastern culture has become more atomized over the years. As a result, conflict styles blend, making them more homogeneous, while peculiarities associated with different cultural phenomena persist. Overall, the concepts mesh well with the ideas of the first chapter, serving as a natural continuation of those ideas and showing how conflict can be made purposeful and useful when informed by a correct style and power balance.
Deconstructing Conflicts
After explaining the nature, types, and elements of conflict, the book discusses ways to deconstruct and understand them. This chapter is a toolbox of approaches for assessing and analyzing conflicts. Listening is the core competence required for each of the methods presented here (Jandt, 2020).
The most prominent ones here are change-oriented conflict analysis, Wehr’s Conflict Map, and the Hocker-Wilmot Conflict Assessment Guide (Jandt, 2020). They provide solid approaches to analysis and to developing strategies to resolve conflict situations. Such an approach is not without its criticisms, namely in its practical application. Katz et al. (2020) highlight that many conflicts occur suddenly, with one or more sides caught unawares of potential grievances. Hence, the timeframe for applying all the steps presented in the guides is frequently impossible.
My experience in solving conflicts mirrors these criticisms – more often than not, the differences in opinion are not slow and gradual, but rather sudden and explosive, requiring an immediate solution, rather than the best possible one. Still, the connection between this chapter and the other two is evident, with listening skills as a prerequisite for conflict resolution and for understanding the type of conflict and the power balance that affect the overall analysis.
Culture and Conflict
The last chapter builds on the themes raised in the second part of this paper, particularly regarding cultural competence and influence in specific conflicts. Indeed, culture adds a different dimension to how individuals perceive one another and specific actions and opinions (Jandt, 2020). In my experience, cultural differences generate both positive and negative kinds of conflict. The former enriches each other’s perspectives, while the latter divides people further and makes them hostile. I find these kinds of conflicts most difficult to reconcile, given that, on matters of tradition and religion, it is difficult to make people see each other’s perspectives. The aftermath is often lingering animosity, either open or hidden. The solution to these types of conflicts always starts with getting both sides to listen to one another.
Conclusions
The chapters in this paper are well-connected, establishing a logical and argumentative basis. The main elements of conflict solution include the balance of power, the cultural dimension, the type of conflict, and the ability to listen. Some of the information matches my personal experiences, while others do not. I think I will use it based on what my current situation is, and what works.
References
Jandt, F. E. (2020). Conflict and communication (2nd ed.). Sage Publications.
Katz, N. H., Lawyer, J. W., Sosa, K. J., Sweedler, M., & Tokar, P. (2020). Communication and conflict resolution skills. Kendall Hunt Publishing.
Tabassum, I. (2020). The importance of negotiation and conflict management. Journal of Management and Science, 10(2), 15-19.