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51 Cards in this Set
- Front
- Back
CONFLICT |
A process in which one party perceives that his or her interests are being opposed or negatively affected by another party |
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NEGATIVE CONSEQUENCES OF CONFLICT |
1. Uses otherwise productive time 2. Less information sharing 3. Higher stress, dissatisfaction, and turnover 4. Increases organizational politics 5. Wastes resources 6. Weakens team cohesion when conflict is among team members |
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POSITIVE CONSEQUENCES OF CONFLICT |
1. Better decision making by testing logic of arguments and questioning assumptions 2. More responsive to changing environment 3. Stronger team cohesion when conflict is between team and outside opponents |
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CONSTRUCTIVE CONFLICT |
1. Task-oriented conflict 2. Parties focus on the issue while maintaining respect for people having other points of view 3. Try to understand the logic and assumptions of each position |
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RELATIONSHIP CONFLICT |
1. Socioemotional conflict 2. Parties focus on personal characteristics instead of the issue as source of conflict 3. Try to undermine each other's worth/competence 4. Accompanied by strong negative emotions (drive to defend) |
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3 CONDITIONS THAT MINIMIZE RELATIONSHIP CONFLICT DURING CONSTRUCTIVE CONFLICT |
1. Emotional intelligence 2. Cohesive team 3. Supportive team norms |
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THE CONFLICT PROCESS |
Sources of Conflict-----> Conflict Perceptions and Emotions---------> Manifest Conflict------> Conflict Outcomes
**Manifest can cycle back to perceptions and emotions |
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STRUCTURAL SOURCES OF CONFLICT |
1. Incompatible goals 2. Differentiation 3. Interdependence 4. Scarce Resources 5. Ambiguous rules 6. Poor communication |
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INCOMPATIBLE GOALS |
1. One party's goals perceived to interfere with other's goals 2. Structural source of conflict |
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DIFFERENTIATION |
1. Differences among people and work units regarding training, values/beliefs, and experiences 2. Explains cross-cultural and generational conflict 3. Structural source of conflict |
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INTERDEPENDENCE |
1. The extent to which employees must share material, information, or expertise to perform jobs. Higher level increases risk of conflict 2. Parties more likely to interfere with each other 3. Structural source of conflict |
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SCARCE RESOURCES |
1. Motivates competition for the resource 2. Structural source of conflict |
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AMBIGUOUS RULES |
1. Creates uncertainty, threatens goals 2. Without rules, people rely on politics 3. Structural source of conflict |
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COMMUNICATION PROBLEMS |
1. Increases stereotyping 2. Reduces motivation to communicate 3. Escalates conflict when arrogant 4. Structural source of conflict |
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5 CONFLICT HANDLING STYLES |
1. Problem solving 2. Forcing 3. Avoiding 4. Yielding 5. Compromising |
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PROBLEM SOLVING |
Tries to find a solution that is beneficial for both parties; win-win orientation High Assertiveness High Cooperativeness |
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FORCING |
Tries to win the conflict at the other's expense; win-lose orientation High Assertiveness Low Cooperativeness |
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AVOIDING |
Tries to smooth over or avoid conflict situations altogether; lose-lose orientation Low Assertiveness Low Cooperativeness |
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YIELDING |
Giving in completely to the other side's wishes; win-lose orientation Low Assertiveness Low Cooperativeness |
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PROBLEM SOLVING PREFERRED WHEN: |
1. Interests are not perfectly opposing 2. Parties have trust/openness 3. Issues are complex |
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PROBLEMS WITH PROBLEM SOLVING |
Other party may use information to its advantage because it entails a large quantity of information sharing |
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FORCING PREFERRED WHEN: |
1. Have a deep conviction about your position 2. Quick resolution required 3. Other party would take advantage of cooperation |
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PROBLEM WITH FORCING |
Relationship conflict, long-term relations could be damaged |
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AVOIDING PREFERRED WHEN |
1. Conflict is emotionally-charged; relationship conflict 2. Conflict resolution cost is higher than benefits |
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PROBLEM WITH AVOIDING |
1. Doesn't resolve conflict 2. Leads to frustration |
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YIELDING PREFERRED WHEN |
1. Other party has much more power 2. Issue is much less important to you than other party 3. Value/logic of your position is imperfect |
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PROBLEMS WITH YIELDING |
1. Increases other's expectations' 2. Imperfect solution |
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COMPROMISING PREFERRED WHEN: |
1. Parties have equal power 2. Quick solution is required 3. Parties lack trust/openness |
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PROBLEM WITH COMPROMISING |
Sub-optimal solutions where mutual gains are possible; with more time and/or more trust it can be escalated to problem solving |
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ORGANIZATIONAL APPROACHES TO CONFLICT RESOLUTION |
1. Emphasizing superordinate goals 2. Reducing differentiation 3. Improving communication and mutual understanding 4. Reducing task interdependence 5. Increasing resources 6. Clarifying rules and procedures |
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EMPHASIZE SUPERORDINATE GOALS |
1. Emphasize common objective rather than conflicting subordinate goals of departments 2. Reduces goal incompatibility and differentiation |
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SUPERORDINATE GOALS |
Macro level goals of the organization; strategic goals of the organization |
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REDUCE DIFFERENTIATION |
Remove differences that generate conflict; move employees around to different jobs |
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IMPROVE COMMUNICATION AND MUTUAL UNDERSTANDING |
1. Give conflicting parties more opportunity for communication 2. Relates to contact hypothesis 3. Warning: Apply communication/understanding after reducing differentiation |
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CONTACT HYPOTHESIS |
The proposition that we rely less on stereotypes to understand someone when we have more meaningful interaction with that person |
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REDUCE INTERDEPENDENCE |
1. Create buffers 2. Use integrators 3. Combine jobs |
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BUFFER |
Any mechanism that loosens the coupling between two or more people or work units. This decoupling reduces the potential for conflict because it reduces the effect of one party on the other |
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INTEGRATORS |
Employees who coordinate the activities of work units toward the completion of a common task |
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THIRD-PARTY CONFLICT RESOLUTION |
Any attempt by a relatively neutral person to help conflicting parties resolve their differences |
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TYPES OF 3RD PARTY DISPUTE RESOLUTIONS ACTIVITIES |
1. Arbitration 2. Inquisition 3. Mediation |
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MEDIATION |
High level of Process Control Low Level of Outcome Control |
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ARBITRATON |
Low Level of Process Control High Level of Outcome Control |
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INQUISITION |
High Level of Process Control High Level of Outcome Control |
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CHOOSING THE BEST 3RD PARTY STRATEGY |
1. Managers prefer inquisitional strategy, but not usually best approach. Employers choice, but employees don't like 2. Mediation potentially offers highest satisfaction with process and outcomes 3. Use arbitration when mediation fails |
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NEGOTIATION |
Conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence
Need to balance collaborative behaviors (create value) and competitive behaviors (claim value) |
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BARGAINING ZONE MODEL |
Area of potential agreement |
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CLAIMING VALUE |
Aiming for the best possible outcomes for yourself and your constituents |
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STRATEGIES FOR CLAIMING VALUE |
1. Prepare and set goals 2. Know your BATNA; cost ending negotiation; best outcome through another means 3. Manage time; avoid time pressure on you; avoid escalation of commitment effect 4. Manage first offers and concessions |
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CREATING VALUES |
Use problem solving to help both parties reach the best outcomes |
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STRATEGIES FOR CREATING VALUE |
1. Gather information 2. Discover priorities through offers and concessions; make multi-issue proposals 3. Build the relationship (trustworthiness); common backgrounds, manage first impressions, maintaining positive emotions, act reliably |
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SITUATIONAL INFLUENCES ON NEGOTIATION |
1. Location 2. Physical setting 3. Audience |