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Approach-avoidance conflicts occur when there is one goal or event that has both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously. [3] [4] [5] For example, marriage is a momentous decision that has both positive and negative aspects. The positive aspects, or approach portion, of ...
Conflict avoidance is a set of behaviors aimed at preventing or minimizing disagreement with another person. These behaviors can occur before the conflict emerges (e.g., avoiding certain topics, changing the subject) or after the conflict has been expressed (e.g., withholding disagreement, withdrawing from the conversation, giving in).
Superimposed schedules of reinforcement can create the three classic conflict situations (approach–approach conflict, approach–avoidance conflict, and avoidance–avoidance conflict) described by Kurt Lewin (1935) and can operationalize other Lewinian situations analyzed by his force field analysis. Other examples of the use of superimposed ...
[4] [5] The proposed fear (FFFS) subscale is associated with avoidance behaviors (example item: 'If approached by a suspicious stranger, I run away') while the anxiety (BIS) subscale includes social situations wherein reward and punishment stimuli result in conflict between approach and avoidance motivations (example item: 'I prefer to work on ...
The following are examples of conflict that could be either intragroup or intergroup conflict. Conflict of interest is involvement in multiple interests which could possibly corrupt the motivation or decision-making. [16] Cultural conflict is a type of conflict that occurs when different cultural values and beliefs clash. [17]
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Properly managed conflict can improve group outcomes.
Compromising is used when issues are important but not worth taking an assertive approach, one wants a temporary fix, or when collaboration or competing fail. [3] Some pros of compromising as a mode of conflict management include: all parties can get some form of satisfaction, it facilitates constructive communication, helps maintain ...
Intellectualization is a transition to reason, where the person avoids uncomfortable emotions by focusing on facts and logic. The situation is treated as an interesting problem that engages the person on a rational basis, whilst the emotional aspects are completely ignored as being irrelevant.