CMM 420

CMM 420: Communication & Conflict

Fall 2006; Th 6:30-9:00 pm; Smith Hall

Dr. R.B. Bookwalter Dr. Cam Brammer

SH 245; 696-2815 SH 248; 696-2810

e-dress: bookwalt@marshall.edu brammer@marshall.edu

Text: Wilmot, W. W. & Hocker, J. (2006). Interpersonal Conflict, 7th Edition. Dubuque, IA: W.C. Brown.

Description:

An exploration of the theory, research, and practice of communication in understanding and negotiating interpersonal conflict. (from the Marshall University Graduate Catalog). In this course we will look at a well-known text and a variety of theoretical and research publications related to conflict in human relationships. We will derive from this scholarly material strategies for managing our own conflicts more effectively.

Expectations:

Learning in this course is almost entirely interactive. Your attendance and willingness to participate in role plays and discussions are essential to derive the benefits the course has to offer. Honest self-appraisal and a genuine interest in self-improvement are also valuable. So you are expected to be in class every week, to be prepared to discuss the readings, and to be willing to engage in course discussions and activities openly and cooperatively. If these expectations exceed your level of commitment to this course, it is important that you meet with the instructor to discuss your reservations.

Requirements:

1. Process Notes. Much of our work in this course will be done through the use of case studies and role plays. Process notes are short (2 page) reaction/recommendation papers, related to a case study or role play from class. Each graduate student will write 3 of these papers during the courses of the semester. In these papers you will: 1) identify the conflict role play you plan to analyze, 2) describe the most productive and least productive conflict behaviors or strategies evident in the episode, and 3) make “grounded” recommendations for improving the management of the conflict. By “grounded” we mean that you should clearly connect concepts, principles, strategies, or theories from your readings to the case you are analyzing. For full credit be sure to draw on both your readings in the text and your supplemental graduate readings. (25 points each)

2. Conflict History. Your first paper will be an analysis or your typical approach to conflict, your basic conflict management knowledge and skills, the goals you commonly advance and protect in conflict, as well as your behavioral patterns related to power and conflict resolution. This analysis should reflect a reasonable familiarity with the graduate readings during the first 6-7 weeks of the semester. (50 points; due October 5)

3. Conflict Analysis. Your final paper will be a research-based paper focusing on an analysis of a conflict you have been personally involved in as a participant or as an intimate observer. You should apply your knowledge and understanding of conflict processes and mediation to the conflict. You will discuss the structure and dynamics of the conflict and make grounded recommendations as to how the conflict might have been managed more productively.

(75 points; due November 30)

4. You will also be expected to prepare a group project/presentation. Working with others in our class, you will prepare a demonstration of dysfunctional conflict processes and functional conflict processes. The details and grading system will be outlined in a handout to be distributed later.

CMM 520: Communication & Conflict

Fall 2006; Th 6:30-9:00 pm

Dr. R.B. Bookwalter Dr. Cam Brammer

SH 245; 696-2815 SH 248; 696-2810

e-dress: bookwalt@marshall.edu brammer@marshall.edu

Text: Wilmot, W. W. & Hocker, J. (2006). Interpersonal Conflict, 7th Edition. Dubuque, IA: W.C. Brown.

Description:

Expectations:

Requirements:

1. Process Notes. Much of our work in this course will be done through the use of case studies and role plays. Process notes are short (2-3 page) reaction/recommendation papers, related to a case study or role play from class. Each graduate student will write 5 of these papers during the course of the semester. In these papers you will: 1) identify the conflict role play you plan to analyze, 2) describe the most productive and least productive conflict behaviors or strategies evident in the episode, and 3) make "grounded" recommendations for improving the management of the conflict. By “grounded” we mean that you should clearly connect concepts, principles, strategies, or theories from your readings to the case you are analyzing. For full credit be sure to draw on both your readings in the text and your supplemental graduate readings. (25 pts each)

2. You will prepare a paper proposal, including a tentative bibliography, identifying relevant sources related to a topic, theory or concept of your choosing (and my approving). The proposal should consist of a couple of paragraphs identifying the conflict topic you plan to address and the reason it is a topic worthy of scholarly examination. For the bibliography, a minimum of 25 items is expected. Excellent proposals will earn 25 points. This assignment is due October 19.

3. You will be expected to produce a detailed formal outline of your term paper. Your outline should reflect the development of the ideas in your paper and should represent them as an organized set of main and subpoints, expressed in complete sentences. This will allow me to see the logic and development of your paper and give you feedback before you do the time-consuming work of writing the paper. Outlines are due November 10.

4. Finally, you will write a substantial, research-based paper (15-20 pages) about an area of conflict you wish to study. I presume that this paper will address the same topic as was previewed in your proposal. Thoroughly research and review your topic. Then make some argument as to the utility, scope, and/or direction of scholarly work related to that topic. Excellent papers will earn 100 points. Final drafts are due November 30.

5. You will also be expected to keep up with a set of supplemental graduate readings. These are identified on the accompanying weekly reading list. You will be expected to demonstrate your understanding of these readings in the discussion and analysis portion of our class sessions. Not all supplemental readings are easily available in our library. You may need to dig to find some of these readings, but it’s worth it.

Apfelbaum, E. (1974). On conflicts and bargaining. In L Berkowitz, (Ed.), Advances in Experimental Social Psychology, 7, 103-156.

Argyle, M. & Furnham, A. (1983). Sources of satisfaction and conflict in long term relationships. Journal of Marriage and the Family, 45, 418-493.

Bell, M.A. (1983). A research note: The relationship of conflict and linguistic diversity in small groups. CSSJ, 34:2, 128-133.

Brewer, M.B. (1986). The Role of ethnocentrism in intergroup conflict. In S. Worchel & W.G. Austin, Psychology of Intergroup Relations, 88-102.

Jacobs, S. & Jackson, S. (1981). Argument as a natural category. WJSC, 45, 118-132.

Koerner, A. & Fitzpatrick, M.A. (1997). Family type and conflict: The impact of conversation orientation and conformity oreintation on conflict in the family. CS, 48:1, 59-75.

Putnam, L. & Folger, J. (1988). Communication, conflict, and dispute resolution: The study of interaction and the development of conflict theory. Communication Research, 15:4, 349-359.

Culture & Gender Frames

*Tannen, D. (1998). Fighting for our lives (Chapter 1). In D. Tannen, The argument culture: Moving from debate to dialogue. New York: Random House. 3-26.

Brinson, S.L. & Winn, J.E. (1997). Talk shows’representations of interpersonal conflicts. Journal of Broadcasting and Electronic Media, 41:1, 25-39.

Canary, D. Cunningam, E.M., & Cody, M. (1988). Goal types, gender, and locus of control in managing interpersonal conflict. CR, 15:4, 426-446.

Carrocci, N. (1985). Perceiving and responding to interpersonal conflict. CSSJ, 36:4, 215-228.

Deutsch, M. (1971). Toward an understanding of conflict. International Journal of Group Tensions, 1, 42-54.

McCorkle, S. & Mills, S. (1992). Rowboat in a hurricane: Metaphors of interpersonal conflict management. Communication Reports, 5:2, 57-66.

Schmidt, S.M. & Kochan, T.A. (1972). Conflict: Toward conceptual clarity. Administrative Science Quarterly, 17, 359-370.

Steinfatt,, T.M. (1974). Communication & conflict: A review of new material. HCR, 1:1, 81-89.

*Waln, V.G. (1982). Interpersonal conflict interaction: An examination of verbal defense of self. CSSJ, 33:4, 557-566.

Alderton, S.M. (1982). Locus of control-based argumentation as a predictor of group polarization. CQ, 30:4, 381-387.

Donohue, W., Weider-Hatfield, D. Hamilton, M, & Diez, J. (1985). Relational distance in managing conflict. HCR, 11:3, 387-405.

Jacobs, S. & Jackson, S. (1981). Argument as a natural category: The routine grounds for arguing in conversation. WJSC, 45:2, 118-132.

Sillars, A. & Parry, D. (1982). Stress, cognition, and communication in interpersonal conflicts. CR, 9:2, 201-226.

*Kipnis, D. (1976). The metamorphic effects of power. In The Powerholders. Chicago: University of Chicago Press.

Boster, F.J. & Kazoleas, D. (1995). The impact of power on communicative persistence, strategic diversity and bargaining outcomes. Communication Reports, 8:2, p136+.

Conrad, C. (1983). Power and performance as correlates of supervisors’ choice of modes of managing conflict: A preliminary investigation. WJSC, 47:3, 218-228

Young, D.M., Korner, K.M., Gill, J.D. & Beier, E.G. (1977). “Beneficial” aggression. JoC 27:3, 100-103.

Raven, B.H. & Kruglanski, A.W. (1970). Conflict and power. In P. Swingel, ed., The Structure of Conflict. New York: Academic Press, 69-109.

Richmond, V., Wagner, J.P. & McCroskey, J. (1983). The impact of perceptions of leadership style, use of power, and conflict management style on organizational outcomes. CQ, 31:1, 27-36.

Skill, T. & Wallace, S. (1990). Family interactions on primetime television: A descriptive analysis of assertive power interaction. Journal of Broadcasting and Electronic Media, 34:3, 243-262.

*Fitzpatrick, M.A. & Winke, J. (1979). You always hurt the one you love: Strategies and tactics in interpersonal conflict. CQ, 27:1, 3-11.

McKinney, B.C. & Kelly, L. (1997). The relationship between conflict message styles and dimensions of communication competence. Communication Reports 10:2, p 185+

Wheeless, L.R. & Reichel, L.S. (1990). A reinforcement model of the relationships of supervisors’ general communication styles and conflict management styles to task attraction. CQ, 38:4, 372-402.

Canary, D.J. & Spitzberg, B. (1989). A model of the perceived competence of conflict strategies. HCR, 15:4, 630-649.

Newton, D. & Burgoon, J. (1990). The use and consequences of verbal influence strategies during interpersonal disagreements. HCR, 16:4, 477-518.

Sereno, K., Welch, M., & Bratten, D. (1987). Interpersonal conflict: Effects of variations in manner of expressing anger and justification for anger upon perceptions of appropriateness, competence and satisfaction. Journal of Applied Communication Research, 15:1/2, 128-143.

Sillars, A., Coletti, S. Parry, D. & Rogers, M. (1982). Coding verbal conflict tactics: Nonverbal and perceptual correlates of the “avoidance-distributive-integrative” distinction. HCR, 9:1, 83-95.

*Wieder-Hatfield, D. & Hatfield, J.D. (1996). Superiors’ conflict management strategies and subordinate outcomes. Management Communication Quarterly, 10:2, 189-208.

*Canary, D.J. & Spitzberg, B. (1987). Appropriateness and effectiveness perceptions of conflict strategies. HCR, 14:1, 93-118.

Infante, D., Sabourin, T.C., Rudd, J.E., and Shannon, E. (1990). Verbal aggression in violent and nonviolent marital disputes. CQ, 38:4, 361-371.

Jackson, S. & Jacobs, S. (1981). The collaborative production of proposals in conversational argument and persuasion: A study of disagreement regulation. A&A, 18:23, 77-90.

Johnson, D., McCarty, K. & Allen, T. (1976). Congruent and contradictory verbal and nonverbal

communications of cooperativeness and competitiveness in negotiations. CR, 3:3, 275-292.

Papa, M. & Pood, E. (1988). Coorientational accuracy and organizational conflict: An examination of tactic selection and discussion satisfaction. CR, 15:1, 3-28.

Trapp, R. (1989). Interpersonal argumentation: Conflict and reason-giving. Communication Reports, 2:2, 105-109.

*Millar, F., Rogers, L.E. & Bavelas, J.B. (1984). Identifying patterns of verbal conflict in interpersonal dynamics. WJSC, 48:3, 231-246.

Coombs, C.H. (1987). The structure of conflict. American Psychologist, 42, 355-363.

Franz, C.R. & Jin, K.G. (1995). The structure of group conflict in a collaborative work group during information systems development. Journal of Applied Communication Research, 23:2, 108-127.

Johnson, K. L. & Roloff, M.E. (1998). Serial arguing and relational quality. CR, 25:3, 327+.

Morrill, C. & Thomas, C.K. (1992). Organizational conflict management as disputing process: The problem of social escalation. HCR, 18:3, 400-428.

Putnam, L. (1983). Lady you’re trapped: Breaking our conflict cycles. In J.J. Pilotta, ed., Women in Organizations: Barriers & Breakthroughs, Beverly Hills, CA: Sage.

Ruben, B. (1978). Communication and conflict: A system-theoretic perspective. QJS, 64:2, 202-210.

Trapp, R. & Hoff, N. (1985). A model of serial argument in interpersonal relationships. A&A, 22:1, 1-11.

Witteman, H. (1992). Analyzing interpersonal conflict: Nature of awareness, type of initiating event, situational perceptions and management styles. WJSC, 56:3, 248-280.

*Wehr, P. (1979). Self-limiting conflict [Chapter 3]. In P. Wehr, Conflict Regulation, Boulder, CO: Westview Press.

Bell, M.A. (1979). The effects of substantive and affective verbal conflict on the quality of decisions in problem-solving groups. CS, 30:1, 75-82.

Bookwalter, R.B. (1982). Toward a theory of interpersonal nonviolence. Unpublished paper presented to the Northwest Communication Association Convention, Coeur d’Alene, Idaho.

*Deutsch, M. (1973). Conflicts: Productive and destructive. In F. Jandt, ed. Conflict Resolution through Communication, New York: Harper and Row.

Rancer, A. Kosberg, R. & Baukus, R. (1992). Beliefs about arguing as predictors of trait argumentativeness: Implications for training in argument and conflict management. CE, 41:4, 375-387.

Yelsma, P. (1984). Functional conflict management in effective marital adjustment. CQ, 32:2, 56-61.

*Donohue, W.A. (1981). Development of a model of rule use in negotiation interaction. CM, 48, 106-120.

Fisher, R. & Davis, W. (1987). Six basic interpersonal skills for a negotiator’s repertoire. Negotiation Journal, 3, 117-125

Jackson, S. & Jacobs, S. (1981). The collaborative production of proposals in conversational argument and persuasion: A study of disagreement regulation. Journal of the American Forensic Association, 18:2, 77-90.

Rogan, R. & Hammer, M.R. (1994). Crisis negotiations: A preliminary investigation of facework in naturalistic conflict discourse. Journal of Applied Communication Research, 22:3, 216-231.

Schelling, T. (1960). Randomization of threats and promises & The threat that leaves something to chance. In T. Schelling, The Strategy of Conflict, London: Oxford Press.

Schultz, B. (1982). Argumentativeness: Its effect in group decision-making and its role in leadership perception. CE, 30:4, 368-375.

*Putnam, L. & Geist, P. (1985). Argument in bargaining: An analysis of the reasoning process. SCJ, 50:3, 225-245.

O’Connor, K.M. & Carnevale, P.J. (1997). A nasty but effective negotiation strategy: Misrepresentation of a common value issue. Personality & Social Psychology Bulletin, 23:5, 504+.

Schelling, T. (1976). An essay on bargaining. In T. Schelling, The Strategy of Conflict, London: Oxford Press.

*Donohue, W.A., Allen, M. & Burrell, N. (1988). Mediator communication competence. CM, 55:1, 104-119.

Jones, T.S. (1988). Phase structures in agreement and no-agreement mediation. CR, 15:4, 470-495.

Ma, R. (1992). The role of unofficial intermediaries in intersersonal conflicts in the Chinese culture. CQ, 40:3, 269-278.

Womack, D.F. (1985). The role of argument in mediation styles. A&A, 21:4, 215-225.

*Keltner, J.W. (1987). Practice. In J.W. Keltner, Mediation: Toward a civilized system of dispute resolution. Annandale, VA: SCA Publications.

*Wehr, P. (1979). Conflict regulation: Methods and techniques. In P. Wehr, Conflict Regulation, Boulder, CO: Westview Press.

Sherwood, J. & Glidewell, J. (1980). Planned renegotiation: A norm-setting of intervention. In B. Morse & L. Phelps, Interpersonal communication: A relational perspective. Minneapolis, MN: Burgess.

Walker, G.B. (1990). Argumentation and the mediation process. Paper presented to the Speech Communication Association annual convention, Chicago, IL

A&A = Argument & Advocacy (formerly Journal of the American Forensic Association)

WJC = Western Journal of Communication (formerly Western Journal of Speech Communication)