NUR 515 module 2 assignment-Quinnipiac University

Assignment: DYNAD and Self Assessment

Attached Files:

•  DYNAD and Self Assessment Rubric NUR 515 SP2025.pdf DYNAD and Self Assessment Rubric NUR 515 SP2025.pdf - Alternative Formats (112.225 KB)

After completing the personality assessment and the DYNAD, write a reflection based on the following prompts:

1. Reflect on the results of the personality test and the DYNAD. You do not need to reveal the results but discuss whether these instruments accurately reflected how you handle yourself and why or why not?
2. Based on your reflections, what lessons can you draw about how you might want approach conflict or handle difficult negotiations going forward?  When is it appropriate for one or both parties in a negotiation to adapt their style?
3. What additional information did you learn from the readings that might be applied in your professional interactions?

Limit: 500 words

Assignment will be graded using the modified discussion board rubric attached (adjusted to reflect there are no peer responses for this assignment).

Due: Sunday 2/9 by 11:59 PM

Dynamic Negotiating Approach Diagnostic (DYNAD) 

INSTRUCTIONS: Consider your response in situations where your wishes differ from those of another  person. Note that statements A-J deal with your initial response to disagreement; statements K-T deal  with your response after the disagreement has gotten stronger. If you find it easier, you may choose one  particular conflict setting and use it as background for all the questions. Note that there are no “right” or  “wrong” answers; your first impression is usually best.  

Circle one number on the line below each statement for questions A through T.  

A. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I make sure that all views are out in the open and treated with equal consideration, even if there seems to be  substantial disagreement.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

B. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I devote more attention to making sure others understand the logic and benefits of my position than I do to  pleasing them.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

C. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I make my needs known, but I tone them down a bit and look for solutions somewhere in the middle.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

D. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I delay talking about the issue until I have had time to think it over.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

E. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I devote more attention to the feelings of others than to expressing my personal concerns.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

F. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I am more concerned with goals I believe to be important than with how others feel about the issue.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

G. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I often realize that trying to resolve the differences are not worth my effort.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

H. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I make sure my goals do not get in the way of our relationship.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

I. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I actively explain my ideas and just as actively take steps to understand others’ ideas.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

J. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST,  

I give up some points in exchange for others.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

Reproduced with permission of the authors: 

Jennifer G. Bown & Andrea K. Schneider

Electronic copy available at: http://ssrn.com/abstract=2243679 

K. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I set aside my own preferences and become more concerned with keeping the relationship comfortable.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

L. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I refocus discussions and hold out for ways to meet the needs of others as well as my own.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

M. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I let others handle the problem.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

N. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I try to be reasonable by not asking for my full preferences and I make sure I get some of what I want.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

O. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I put forth greater effort to make sure that the truth as I see it is recognized and less on pleasing others.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

P. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I interact less with others and look for ways to find a safe distance.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

Q. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I press for moderation and compromise so we can make a decision and move on.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

R. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I do what needs to be done to resolve the conflict in my favor and hope we can mend feelings later.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

S. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I do what is necessary to soothe the other’s feelings.  

Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

T. IF DIFFERENCES PERSIST AND FEELINGS OF CONFLICT ESCALATE,  

I pay close attention to the wishes of others but remain firm that they need to pay equal attention to my wishes.  Not at all Characteristic <----1--------2--------3--------4--------5--------6----> Very Characteristic  

Reproduced with permission of the authors: 

Jennifer G. Bown & Andrea K. Schneider

Electronic copy available at: http://ssrn.com/abstract=2243679 

SCORING THE INSTRUMENT: 

When you are finished, transfer the number from each item on the tally sheet. For example, on item  A, if you selected number 6, write “6” on the line designated for item A on the tally sheet. Then add  the numbers.  

SAMPLE: B 1+ H 4= 5.  

INTERPRETATION OF THE INSTRUMENT:  

1. This instrument gives you two sets of scores. Calm scores apply to your response to conflict when disagreement first arises. Storm scores apply to your response if things are not easily resolved  and emotions and feelings of conflict get stronger.  

2. The scores indicate your preference, or inclination to use each style. The higher your score in a given style, the more likely you are to use this style in responding to conflict. You can develop  skills in the appropriate use of each conflict management style and, as such, are not limited to  using the style(s) that you prefer.  

CONFLICT MANAGEMENT STYLE PREFERENCES - Tally Sheet  

COMPETING STYLE  B ___ + F ___ = ______ Calm  O ___+ R ___ = ______ Storm		COLLABORATING STYLE  A ___ + I ___ = ______ Calm  L ___ + T ___ = ______ Storm
	COMPROMISING STYLE  C ___ + J ___ = ______ Calm  N ___ + Q ___ = ______ Storm
AVOIDING STYLE  D ___ + G ___ = ______ Calm  M ___ + P ___ = ______ Storm		ACCOMMODATING STYLE  E ___ + H ___ = ______ Calm  K ___ + S ___ = ______ Storm

Bsn Paper Writers

LEGEND: Arrows read low to high:  

Vertical Arrow: ASSERTIVENESS: Getting your own needs met  

Horizontal Arrow: EMPATHY: Maintaining the relationship between yourself and the other party  

--------- > The relative amount of effort and creativity needed to use conflict management style  

Reproduced with permission of the authors:  

Jennifer G. Bown & Andrea K. Schneider

COMPETING STYLE 

High Assertiveness/Low Empathy 

“We’re doing it my way …” 

• Strategies: Make a strong case for your position, persuade,  be firm, assertiveness, insist, take charge or control the  discussion.  
• Source of Power: From stating your position  • Advantages: Speed, decisiveness, preservation of important  values, stability.  
• Disadvantages: Destroyed or hierarchical relationships,  loss of cooperation, diminished self-respect in others, and  lack of input or feedback. 

COLLABORATING STYLE 

High Assertiveness/High Empathy 

“My preference is … I’m also interested in your views.”  

• Strategies: Problem focused, assert your position while  also inviting other views, welcome discussion of all  viewpoints, creativity.  
• Source of Power: From integrating solutions.  • Advantages: Builds trust in relationships, high  cooperation, merges perspectives, high energy. • Disadvantages: Fatigue, loss of motivation, time  consuming, distraction from other more important tasks, analysis paralysis. 

COMPROMISING STYLE 

Medium Assertiveness/Medium Empathy “Let’s find some middle ground …” 

• Strategies: Urge moderation, trade-offs, split the difference,  find a little something for everyone, find middle ground.  •Source of Power: From moderation and reasonableness.  •Advantages: Relatively fast, enables the show to go on, provides a way out of stalemate, readily understood by most  people, builds atmosphere of calmness and reason.  •Disadvantages: Mediocrity and blandness, possibly  unprincipled agreements, likelihood of patching symptoms and  ignoring causes. 

AVOIDING STYLE 

Low Assertiveness/Low Empathy 

“Let’s not make a big deal out of this …” 

• Strategies: Withdraw, delay or avoid response, divert  attention, suppress personal emotions, be inscrutable, conflict  adverse.  
• Source of Power: From calmness, silence, non-cooperation. • Advantages: Freedom from entanglement in trivial issues or  insignificant relationships, stability, preservation of status quo, ability to influence others without engaging.  
• Disadvantages: Periodic explosions of pent-up anger, freeze out – unable to build relationships, residue of negative feelings, stagnation and dullness, loss of accountability or participation. 

ACCOMMODATING STYLE 

Low Assertiveness/High Empathy 

“OK, whatever you say …” 

• Strategies: Agree, support, forego your perspective,  placate, reasonable, creating goodwill. 
• Source of Power: From relationships or approval of others  • Advantages: Maintains approval/appreciation of others, freedom from hassle and conflict (at least in the short-run), self-discipline of ego.  
• Disadvantages: Don’t get what you want, frustration for  others who wish to collaborate, loss of respect, over dependence on others, denies others benefit of healthy  confrontation. 

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