Before this course: Communication & Conflict (course 9.7). You already know active listening, "I" statements, the Four Horsemen and their antidotes, five conflict styles, positions versus interests and how to apologise. Here we plan and hold harder conversations, and we look at what the research does and does not show.
Before this course, and what conflict research says
Some talks are hard because we care a lot: with a boss, a friend or family. Before we try new skills, it helps to know what scientists actually found, and what is just good advice.
- Findings and tips are different. A finding comes from a study with data. A tip is a practical suggestion that many people find useful but may not have been tested well. This course labels tips as tips.
- Conflict at work. De Dreu and Weingart (2003, Journal of Applied Psychology) combined studies on team conflict. They found that both relationship conflict (personal friction) and task conflict (disagreement about the work) were negatively linked with team performance and member satisfaction. The link was stronger for complex tasks. Many people expected task conflict to help; on average it did not. Limit: this is an average across teams; some teams handle disagreement well, and the studies are correlations, not proof of cause.
- Couples research. John Gottman's research group reports that about 69% of relationship problems in the couples they studied are "perpetual," based on lasting differences, and that the first minutes of a conflict conversation (the "startup") strongly predict how it goes. These numbers are the research group's own reports on couples, not independent repeats. They do not directly apply to every workplace or family.
- Venting does not help. In a 2002 experiment (Bushman), people who were angered and then hit a punching bag while thinking about the person were more aggressive afterward than people who did nothing. This goes against the idea that letting anger out calms you. Limit: it was one lab study with students.
- Culture matters. Direct speech is valued in some cultures and can feel rude in others. Many learners come from cultures where saving face and respect are very important. Adapt the tools of this course, and keep the goal: be honest, kind and clear.
- Tip (not a research result): ask four questions of any conflict claim. How big? For whom? In what setting? Has it been repeated?
| Claim | Better question |
|---|---|
| "Conflict is always bad." | What kind, and in what setting? |
| "Let it all out." | Did it calm anyone, or feed the anger? |
| "Always be direct." | Direct for whom, in which culture and relationship? |
- Think of one conversation you have been avoiding. Write it in one sentence.
- Write one thing you believe about conflict, such as "it ruins relationships."
- Ask the four questions about that belief.
- Write a fairer version of the belief.
- Write one thing about your culture or family that affects how you speak up.
- Check: your fairer belief has a limit in it.
Videos by other creators on YouTube, for reference. They are not made by or affiliated with The Future Market.
Read the video script
[Host] "Hard conversations are easier when you know what research says and what is only advice."
[Text on screen: Finding vs tip] "A finding comes from data. A tip is a useful suggestion. We will label them."
[Text on screen: Task conflict and relationship conflict both linked to lower team performance] "In a big review of teams, both kinds of conflict were linked with lower performance, more so on complex work."
[Host] "On average, not every time. And venting does not calm you down. Planning does."
Write one belief about conflict. Ask the four questions and rewrite it with a limit. Then write one thing about your background that changes how you speak up.
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I'm learning "Difficult Conversations: feedback and boundaries" on The Future Market. Lesson 1: "Before this course, and what conflict research says". What the lesson teaches: - Findings and tips are different. A finding comes from a study with data. A tip is a practical suggestion that many people find useful but may not have been tested well. This course labels tips as tips. - Conflict at work. De Dreu and Weingart (2003, Journal of Applied Psychology) combined studies on team conflict. They found that both relationship conflict (personal friction) and task conflict (disagreement about the work) were negatively linked with team performance and member satisfaction. The link was stronger for complex tasks. Many people expected task conflict to help; on average it did not. Limit: this is an average across teams; some teams handle disagreement well, and the studies are correlations, not proof of cause. - Couples research. John Gottman's research group reports that about 69% of relationship problems in the couples they studied are "perpetual," based on lasting differences, and that the first minutes of a conflict conversation (the "startup") strongly predict how it goes. These numbers are the research group's own reports on couples, not independent repeats. They do not directly apply to every workplace or family. - Venting does not help. In a 2002 experiment (Bushman), people who were angered and then hit a punching bag while thinking about the person were more aggressive afterward than people who did nothing. This goes against the idea that letting anger out calms you. Limit: it was one lab study with students. - Culture matters. Direct speech is valued in some cultures and can feel rude in others. Many learners come from cultures where saving face and respect are very important. Adapt the tools of this course, and keep the goal: be honest, kind and clear. - Tip (not a research result): ask four questions of any conflict claim. How big? For whom? In what setting? Has it been repeated? - Claim - Better question The exercise I'm working on: Write one belief about conflict. Ask the four questions and rewrite it with a limit. Then write one thing about your background that changes how you speak up. I'm stuck. Please: 1. Explain the main idea in plain, simple words with one everyday example. 2. Walk me through the exercise one small step at a time. Ask me what I've done so far before giving the next step. 3. Don't just give me the final answer. Help me do it myself, and check my work when I share it.
I'm a parent helping my child (about 8 years old) with a lesson called "Before this course, and what conflict research says" from the course "Difficult Conversations: feedback and boundaries". Here's what the lesson says: Some talks are hard because we care a lot: with a boss, a friend or family. Before we try new skills, it helps to know what scientists actually found, and what is just good advice. The activity: Write one belief about conflict. Ask the four questions and rewrite it with a limit. Then write one thing about your background that changes how you speak up. Please explain this so an 8-year-old understands: short sentences, a fun everyday example, and no hard words. Then give me 3 simple questions I can ask my child to check they understood, and a way to do the activity together, one tiny step at a time.
Sources
- De Dreu & Weingart (2003), "Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis," Journal of Applied Psychology (PubMed): pubmed.ncbi.nlm.nih.gov/12940412/
- Gottman Institute, research on couples: www.gottman.com/about/research/couples/
- Bushman (2002), "Does venting anger feed or extinguish the flame?", Personality and Social Psychology Bulletin: doi.org/10.1177/0146167202289002
Plan it: the three conversations
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Give feedback with SBI
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Receive hard feedback
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Boundaries and saying no
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Hold the conversation (the whole talk)
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When not to have the talk, and where to get help
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Final project
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Quiz
What is the difference between a finding and a tip in this course?
A finding comes from a study with data; a tip is a practical suggestion not well tested.
What did De Dreu and Weingart (2003) find about task and relationship conflict in teams?
Both were negatively linked with team performance and satisfaction on average, more so on complex tasks.
What did Bushman (2002) find about venting anger?
Venting did not calm people down; doing nothing was better than punching a bag while thinking about the person.
What are the three conversations in a difficult talk?
What happened, feelings and identity.
What does SBI stand for?
Situation, Behavior, Impact.
What does the optional fourth step "Intent" do?
You ask what the other person was trying to do and listen, which makes the talk two-way.
What is the "Listen, Check, Sort" method for receiving feedback?
Listen without interrupting, say back what you heard, then later sort points into use now, ask more or park.
What does a boundary describe?
What you will do, not what other people must do.
What does the course suggest when you are flooded in a hard talk?
Say so and take a break of at least 20 minutes, then come back at a set time.
Where should you go if there are threats, harassment, violence or abuse?
Not a talk to hold alone: call your local emergency number in an emergency, use the official workplace or school process, or contact a local support or crisis service (in Canada: 911, the Assaulted Women's Helpline, or call or text 9-8-8 in a crisis).
Final exam
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Certificate
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