answer questions below 36

Answer the 3 questions below and reply to each student.
Student Reply must be over 200 words.
Make sure all student replies you start it with Hello (Student Name),
Question 1:
The conflict climate is the psychological atmosphere the individuals perceive. This climate can be harmful or nurturing. Share an example of a situation in which abuse of power, competition, distrust, or defensive behavior created a harmful climate in a conflict situation. Identify the behaviors that created this environment. What behaviors would change this into a nurturing climate?
Student Reply 1: Trella Smithson
I witnessed first-hand what a manager who abused his power could do to the moral of a whole plant. As stated in our text, “those who abuse their power create worry, anger, and resentment in the less powerful” and “such cases of abuse of power has a stifling effect.” (Cahn & Abigail, 2014, sec 6.1). This is exactly what happened within our plant. This individual required his subordinates to take him out to lunch every day, threatened their job security if they didn’t follow his rules, and used belittling and browbeating tactics to “run his ship”. Because of what he did to his direct reports, the effect trickled down to the very lowest ranks within the plant. Everyone was always walking on eggshells. This was detrimental to production, quality, and even safety within the plant. As an example, instead of working together among the departments to solve problems that were causing quality issues, the managers of these departments started pointing fingers at another department. In the past, two departments would work together to resolve issues, but during his time as a plant manager, ethics decreased because all were fearful for their jobs. What once was a very productive, quality-conscious plant was slowly turning into a dog-eat-dog world. He had created a harmful climate and conflicts escalated into a war rather than a debate or issue which needed a resolution. When the plant’s numbers started to drop, corporate acted and removed him as a plant manager and put him in a position in another capacity. It took two plant managers to gain back the trust of the individuals within our plant. The first manager they brought in used an open-door concept to start gaining the trust of his subordinates. He made his rounds talking to people on the plant floor at least three times a week and required the same of his direct reports. He put a “dent” in the damage that had been done during his two years as plant manager; however, the damage ran deep. When the next plant manager came on board, he was very much a “people” person. He went to the plant floor daily, talked to operators, crew leaders, and other support staff. He asked them what their issues were. If he could, he got the issues corrected right away. If he couldn’t, he personally went back to the individual and explained why they could not correct the issue immediately and what the plan of action was to eventually get it corrected. He showed his direct reports respect and encouraged them to work together to correct quality, safety, or productivity issues within the plant. He too has left, but he left the plant in a position to grow. Those that followed him have a workforce with a high level of moral and more ethical work environment. Abuse of power can destroy a good thing if it lasts long enough, and it takes a long time to come back from the damage that a power abuser has done.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.) [Electronic version]. Retrieved from
Student Reply 2: David Hillen
Week 3 discussion 1.
Abuse of power can take many forms from work experiences to relationship and family experiences. I have seen personally the most abuse of power in the workplace. Individuals tend to hold title over others and it is quite sad to see due the major influence those individuals have over the growth and expansion of others. There was a supervisor whom I watched from a far take advantage of individuals compensation reviews and turn them into a favorite gets all stance. That supervisor would use the power hand of I control your wage and pay increase so you will do what I say type of mentality. This caused disfunction in the team environment and a sort of walking on eggshells mentality among the team members. He had so much power over being able to give individuals time to develop their own leadership skills that if you didn’t do everything right by him, he was not allowing the members the opportunities the deserved. He would base pay increases based on this mindset and the “I’m your boss” approach and it caused a lot of distrust between everyone on the team. This had a threatening feel such as if you don’t do what I say when I say it, your pay and project times will be cut short or not provided entirely. The text refers to this as: “Power contributes to a harmful conflict climate when it is perceived as threatening. When this occurs, we call it power abuse.” (Cahn, Abigail, 2014. P. 6.1). Power abuse remained in full display each day in the pod the team worked in. To switch this into a nurturing conflict climate, the supervisor could have had a more open approach to his employees by allowing the growth and self-motivation to shine through instead of having the employees cower in fear. To work as a cohesive unit and do everything in his power to help elevate the individual through guidance would have created a more nurturing climate. Our text states: “neutral speech, where she or he does not talk down or talk up to the others but talks to them as equals and relies on objective language.” (Cahn, Abigail, 2014. P. 6.1). Speaking to employees as equals and finding resolutions through collaboration, will always yield the greatest results and create a much more nurturing climate. Of course, there would still be accountability among peers, but to collaborate together on how to fix situations should have been the goal each day for said supervisor. This is turn would make the pay increases and time off to develop individually a much more enjoyable experience due the hard work put in collectively. This would build trust within the employee-boss relationship and would allow goals to be achieved easier and with more consistency. There are several different approached to achieve goals in a work environment outside of threatening, power ranking through title and mentally abusive tactics. In the end, said supervisor no longer works with the company and the employees are in a much better environment currently.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.) [Electronic version]. Retrieved from
Question 2:
Explain how stress and anger affect the communication in conflict resolution situations? Are stress and anger necessary in conflict resolution, or are they solely impediments to solving problems? What affect have stress and anger played in your professional conflict resolutions experiences?
Student Reply 1: Cassandra Chalkley
Stress and anger can be conduits for realizing that a conflict exists, and lead to constructive or destructive communication patterns. When stress builds up, we are often faced with the symptoms before we can identify where the problem is coming from. If we are feeling pressured by the on goings of life, we may have obvious signs that our stress is causing conflict in our lives. This can affect our mood at work, our ability to focus on school, and our responsiveness to interpersonal relationship challenges that require communication. People who are undergoing severe distress may not know where the problem is stemming from and may feel a loss of control over conflict in their lives. Cahn & Abigail state that:
“Overblown conflicts are often resolved when the person who has done the ranting and raving apologizes, usually making some excuse for the untoward behavior (e.g., “I was stressed out”) that the target of the conflict accepts as a reasonable excuse”(2014).
I view anger as somewhat of a reflex, as there are many causes to it and many ways to respond, anger is like fuel being added to an already conflicting situation, whether it is based in fear or in not being satisfied with some factor of our lives, we can only learn to resolve anger by utilizing a Stop, Think, Listen, and Communicate model of conflict management. Going into any situation fueled by anger is likely to result in a worse outcome than going into it calmly with a desire to communicate and resolve the underlying issue.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.) [Electronic version]. Retrieved from
Student Reply 2: Jacqueline Williams
Our textbook states that “conflict itself is a reaction to stress” (Cahn & Abigal, 2014 sec. 8.1). Not all stress is bad. Stress can be broken down in to four categories. Eustress, often called the good stress, it is short term and encourages us to use more energy on a specific activity. Hypostress is underload. We simply need to do something challenging and productive to resolve it(Cahn & Abigal, 2014, sec. 8.1). Distress occurs when we lose control over a situation and the source of the stress is unknown. Hyperstress occurs when too many tasks and responsibilities pile up on us at once and we are unable to adapt or cope(Cahn & Abigal, 2014, sec. 8.1). Stress and anger aren’t necessary in conflict resolution but they are more than likely involved. They are not solely impediments when solving problems because anger can be constructive when it moves us in a positive direction(Cahn & Abigal, 2014, sec. 8.2). In my professional conflict resolutions experiences stress clouds my judgement and drains my energy. I must get enough rest when I am stressed out so I can think clearly and do not jump to hasty conclusions. I listen to motivational speakers and music to diminish my stress. Anger has not been a positive motivator for me. When I am angry in conflict resolution I do not get the best results. I am seeking to hurt the person verbally, win, or save face. The best resolution is never gained that way. In my experiences I have learned to control my anger by looking at the situation rationally and with a win- win resolution as my ultimate goal.
Question 3:
Read the assignment instructions for the Final Paper. Next, develop a formal outline for your Final Paper writing in full sentences (12 point font, Times New Roman font, double spaced). The outline must contain an introduction section with thesis statement, a body section that identifies the five conflict topics that you will use in your Final Paper and includes supporting material for each topic, and a conclusion section which reinforces the thesis statement established in the introduction. Be sure to include a bibliography with at least two of the sources that you will use for your Final Paper. Please make sure that the sources that you use are listed in the APA format.
Cite your sources in the outline and on the reference page. For information regarding APA samples and tutorials, visit the Ashford Writing Center (Links to an external site.)Links to an external site..
Carefully review the Grading Rubric (Links to an external site.)Links to an external site. for the criteria that will be used to evaluate your assignment.

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