Title: Conflict, Barriers and Resistance in Consultation
1Conflict, Barriers and Resistance in Consultation
2Conflict and Conflict Management
3Conflict A Definition
- Any situation in which one person or group
perceives that another person or group is
interfering with his or her goal attainment - Increases naturally as professionals begin
working together - Meeting some persons needs will often result in
others needs going unmet - Inherently neither good nor bad!
- Knowing ones own style of managing conflict is
important
4Conflict Management Styles
- Competitive Style
- Avoidant Style
- Accommodating Style
- Compromising Style
- Collaborative Style
- Vary along dimensions of cooperativeness and
assertiveness
5Conflict Management Styles
Competing
Collaborating
(high)
Assertiveness
Compromising
(low)
Avoiding
Accommodating
(high)
(low)
Cooperativeness
6Conflict Management Styles
- Competitive try to overpower others with whom
you have contact and win the disagreement - Relationships are low in importance
- Avoidant try to ignore discrepancy between your
own goals and those of others - Own goals are unimportant
7- Accommodating set aside your own goals (give
in) to ensure that others needs are met - Relationships are more important than goals
- Compromising give up some ideas and demand that
others do the same - Look for common ground
- Collaborative requires commitment to
relationships and goals - Conflicts are seen as opportunities
8Barriers and Resistance in Consultation
9Practical Barriers
- Time Limitations
- Scheduling Issues
- Novelty of Consultation
10Congruence Among Expectations
- Goals for Consultation (examples?)
- Goals for Client (examples?)
- Expectations for Consultation Roles
- directive vs. collaborative consultant
- active vs. passive consultee
- confusion regarding data collection and plan
implementation roles - Others??
11Acceptability of Consultation Interventions
- "Judgments by lay persons, clients... of whether
treatment procedures are appropriate, fair, and
reasonable..." (Kazdin) - Factors Affecting Acceptability
- Problem Severity
- Time
- Type of Treatment Approach
- Effectiveness
- Understanding
12Standardization
Potential Problems
- Reduces verbal flexibility
- Reduces attention to nonverbal and affective
messages - Related to effective consultation outcome
- Important for assuring consultation integrity
- Permits efficient and effective training
Provides formal record of consultation - Best Practices
- Preserve integrity of consultation services
- Preserve important relationship factors
13Resistance
- Definition
- An emotional response based on a rational or
irrational fear or concern related to whatever
change is proposed or occurring - Resistance can be related to
- the proposed change itself (values, orientation)
- the personal impact of the change (skill issues,
effects on personal life) - homeostasis (preference for sameness, fear of
the unknown) - other attitudes, affective issues
14OvercomingBarriers and Resistance
15Understanding Resistance
- Resistance to change is a natural human
phenomenon! -- Try to see the others point of
view. - Resistance may be determined in part by the
expectation of what will be gained and lost with
a successful intervention (e.g., for consultee or
client, change in behavior may result in a
nonreinforcing outcome) - May reflect attributions or beliefs that are
incompatible with the behavioral intervention
process (e.g., Kids should behave without
rewards)
16Dealing with Resistance
- Know that it will occur, and be able to identify
it! - Maintain positive relations.
- Use consultees frame of reference.
- Maintain a systems orientation
- Identify and support informal leaders of the
organization. - Observe norms for communication and work within
standard parameters.
17Identify Resistance
- Indicators of Resistance
- Refusing to participate (not performing expected
behaviors) - Supporting without substance
- Displacing responsibility
- Deferring until a future time
- Relying on past practice
- Negative verbalizations
18Maintaining Positive Relations
- Helpful at organizational level establishes
consultants reputation as facilitative toward
system goals. - Use strategic interpersonal communication
skills to structure the process assertions and
questions should offer support, extend
discussion, initiate topics, etc. - It is up to the consultant to develop
facilitative, respectful partnerships with
consultees, who must feel it is safe to discuss
problems arising in their professional roles.
19Use Consultees Frame of Reference
- Individuals unique frames of reference affect
their receptivity to change and sets parameters
on their willingness to tolerate change - If change message falls within an individuals
tolerance level, change is possible -- if change
is beyond the persons tolerance level, it is
unlikely to be considered - Determine the others tolerance range and propose
only ideas that fall within it - Examples Relate the change to others knowledge
and experience propose changes that are within
the others value system use consultees language
20 Social and Interpersonal Influence Strategies
- Chin and Bennes (1969) perspective on change in
human systems - French and Ravens (1959) bases of social
influence and social power - Sequential-request strategies (Martens et al.,
1996)
Youve gotta try this!!
21Chin and Bennes Empirical-Rational Approach
- Asserts that people are basically rational and
will change their behavior when the change is
justifiable to them on an intellectual level - If a person thinks it is logical and important to
change, he/she will do so if given the proper
information - Consultation technique using this approach is to
disseminate information to the consultee
(Knowledge is power)
Sole reliance on empirical-rational approach in
consultation may be shortsighted and naive!
22Chin and Bennes Normative-Reeducative Approach
- Assumes that people are active and depend on new
knowledge as well as non-cognitive, sociocultural
factors to decide whether or not to change - Consultation strategies using this approach try
to change consultees attitudes, values and
feelings at a personal level, and norms and
significant relationships at a social level - e.g., make consultee aware of values and norms of
the organization to change behavior - Knowledge and people are power
23Chin and Bennes Power-Coercive Approach
- Assumes the consultee will change when presented
with sanctions that are political or economic in
nature, or when made to feel guilty or shameful
for not changing - Used when it is apparent that consultee believes
it is not in his/her best interest to change - Consultation strategy may involve informing the
consultee that consultant is authorized to be
present, with implication that consultee should
follow consultants guidance
24French Ravens Bases of Social Influence and
Social Power
- Definitions
- Social Influence A change in the belief,
attitude, or behavior of a target of influence,
which results from the action or presence of an
influencing agent - Social Power The potential for this influence
to occur
25Six Bases of Social Power
- Coercive Power Based on the consultees
perception that the consultant can punish the
consultee if he/she does not comply - Reward Power Based on the consultees
perception that the consultant can reward the
consultee if he/she complies - Legitimate Power Based on the consultees
obligation to accept the consultants influence
attempt because the consultee believes that the
consultant has a legitimate right to influence
the consultee, perhaps because of their
professional roles or positions
26Six Bases of Social Power
- Expert Power Based on the consultees
perception that the consultant possesses
knowledge or expertise in a specific area of
interest to the consultee - Referent Power The consultants potential to
influence the consultee based on the consultees
identification with the consultant and/or desire
for such identification - Informational Power The consultants potential
to influence the consultee because of the judged
relevance of the information contained in the
consultants message
27French Ravens Theory as Applied to Consultation
- Changed behaviors stemming from informational
power can be maintained without continuing social
dependence on the consultant - the consultee has essentially internalized the
new behavior and will continue in that manner
even if the consultee forgets that the impetus
for change came from the consultant - For the other bases of power, changed behavior is
socially dependent on the consultant (i.e., I am
doing it this way because the consultant told me
to do it this way...)
28French Ravens Theory as Applied to Consultation
- I am doing it this way because the consultant
told me to do it this way, and... - ... I feel obligated to do as the consultant
requests (legitimate power) - ... the consultant knows what is best (expert
power) - ... the consultant has experience similar to
mine, so we should see eye-to-eye (referent
power) - ... the consultant will punish me if I dont do
it this way (coercive power) - ... the consultant will do something nice for me
if I do as he/she asks (reward power)
29French Ravens Theory as Applied to Consultation
- Expert power tends to be highly restricted in
range -- only a small number of areas of
expertise are usually attributed to any one
person - Referent power has a wide range -- one who has
accrued referent power can potentially influence
the beliefs, attitudes, and behaviors of another
across many aspects of daily life - The effectiveness of an influence attempt stems
from the power base employed and how the
consultant delivers it (i.e., choice of words,
body language, facial expression) - Use of humor, nonthreatening forms of request,
and a polite manner, have been shown to enhance
successful influence
30Sequential-Request Strategies
- Compliance gaining strategies wherein making an
initial request is expected to increase the
chances that a person will comply with a second
request - Foot in the Door (FITD) strategy The initial
request is small or trivial, and individual
agrees to its performance - When asked to comply with a second , larger
request, individual is more likely to agree,
presumably to maintain consistency in
self-perceptions - Door in the Face (DITF) strategy The initial
request is large, and individual does not agree
to its performance - When asked to comply to a second, smaller
request, person agrees, presumably because a
concession has been made and they feel compelled
to make a concession also
31Sequential-Request Strategies
- Martens et al. (1996) study
- Consultees exposed to one of three experimental
conditions in which they complied to a small
initial request (FITD), failed to comply to a
large initial request (DITF), or received no
initial request - Acceptability of an intervention was assessed
(i.e., consultees were asked to implement a
treatment for one hour on each of two consecutive
days) - Mean acceptability for consultees in DITF
condition was significantly lower than controls
fewer consultees in DITF condition implemented
the strategy - Concluded that consultants should be cautious
when using DITF strategy because any favorable
perceptions that are produced by conceding ones
position must overshadow the negative perceptions
created from making what may have been an
unreasonable request in the first place
32Other Ideas for Overcoming Barriers
33Consultee/Staff Training
- Topics
- Consultation as a service delivery model
- Goals and expectations of consultation
- Potential interventions and outcomes
- Formal
- Workshops
- Inservices
- Informal
- Setting the stage
- Verbalizations within interviews
- Observations throughout plan implementation
34Improving Problem Identification
- Define problems to increase solutions
observable and concrete! - Identify specific rather than global problems.
- Consider the use of reframing
- Emphasizes the positive, adaptive functions of a
behavior - Define problem in environmental terms, rather
than internal client characteristics
35Incentives and Reinforcement
- Administrative support
- Release time
- Career ladder in schools
- Individual recognition
- Moral support and praise throughout process
- Frequent, sincere reinforcement
- Inform supervisor if appropriate