BME 2102 Module 10- CONFLICT, NEGOTIATION, POWER, AND POLITICS Flashcards
a process in which one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Conflict
supports the goals of the group and improves its performance
Functional conflict
destructive forms of conflict.
dysfunctional
relates to the content and goals of the work
Task conflict
focuses on interpersonal relationships. These conflicts are almost always dysfunctional.
Relationship conflict
is about how the work gets done
Process conflict
Another way to understand conflict is to consider its locus, or where the framework within which conflict occurs.
Loci of Conflict
is conflict between two people.
Dyadic conflict
occurs within a group or team
Intragroup conflict
is conflict between groups or teams.
Intergroup conflict
as a source of conflict arise from semantic difficulties, misunderstanding, and “noise” in the communication channels
Communication
includes variables such as size, degree of specialization, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence.
Structure
include physical value systems and personality characteristics. Certain personality types lead to potential conflict.
Personal variables
The first stage is the appearance of conditions—causes or sources that create opportunities for it to arise.
Potential Opposition or Incompatibility
This is where conflict issues tend to be defined, where the parties decide what the conflict is about.
Cognition and Personalization
awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Perceived conflict
emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Felt conflict
decisions to act in a given way
Intentions
the degree to which one party attempts to satisfy the other party’s concerns
Cooperativeness
the degree to which one party attempts to satisfy his or her own concerns
Assertiveness
a desire to satisfy one’s interests, regardless of the impact on the other party to the conflict
Competing
a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. This is a win-win solution that allows both parties’ goals to be completely achieved
Collaborating
the desire to withdraw from or suppress a conflict.
Avoiding
the willingness of one party in a conflict to place opponent’s interests above his or her own.
Accommodating
a situation in which each to a conflict is willing to give up something. There is no winner or loser
Compromising
This is where conflicts become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties.
Behavior
the use of resolution and stimulation techniques to achieve the desired level of conflict.
Conflict management
Conflict Management Techniques
- Problem solving
- Superordinate goals
- Expansion of resources - Avoidance
- Smoothing
- Compromise
- Authoritative command -Altering the human variable
- Altering the structural variables
Conflict-Stimulation Techniques
- Communication
- Bringing in outsiders
- Restructuring the organization
- Appointing a devil’s advocate
Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium for problems to be aired and tensions released, and fosters self-evaluation and change.
Functional outcomes
Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the destruction of the group and can reduce group effectiveness.
Dysfunctional outcomes
is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. Negotiation permeates the interaction of almost everyone in groups and organizations
Negotiation
negotiation that seeks to divide up a fixed amount of resources; a win/lose situation. The essence of distributive bargaining is negotiating over who gets what share of a fixed pie
Distributive bargaining
negotiation that seeks one or more settlements than can create a win/win solution. Both parties must be engaged for it to work.
Integrative bargaining
a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
Mediator
a third party to a negotiation who has the authority to dictate an agreement.
Arbitrator
is a trusted third party who provides an informal communication link between the negotiator and the opponent. Negotiation is an ongoing activity in groups and organizations.
Conciliator
refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
Power
B’s relationship to A when A possesses something that B requires
Dependence
[Leadership]
Requires congruence between the goals of the leaders and those being led.
Goal compatibility
[Leadership]
Focuses on the downward influence on one’s followers. It minimizes the importance of lateral and upward influence patterns
Direction of influence
[Leadership]
Leadership research emphasizes style.
Research emphasis
[Power]
Does not require compatibility, merely dependence
Goal compatibility
[Power]
Recognizes all factors into consideration.
Direction of influence
[Power]
Research on power focuses on tactics for gaining compliance
Research emphasis
based on an individual’s position in an organization.
Formal Power
a power base that is dependent on fear of the negative results from failing to comply
Coercive power
compliance achieved based on the ability to distribute rewards that others view as valuable
Reward power
the power a person receives as a result of his/her position in an organization.
Legitimate power
power that comes from an individual’s unique characteristics. The two bases of personal power—expertise and the respect and admiration of others.
Personal Power
influence based on special skills or knowledge
Expert power
influence based on possession by an individual or desirable resources or personal traits.
Referent power
are ways in which individuals translate power bases into specific actions
Power tactics
relying on one’s authority position or stressing that a request is in accordance with organizational policies or rules
Legitimacy
presenting logical arguments and factual evidence to demonstrate that a request is reasonable
Rational persuasion
developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations
Inspirational appeals
increasing the target’s support by involving him or her in deciding how the plan will be accomplished.
Consultation
rewarding the target with benefits or favors in exchange for following a request.
Exchange
asking for compliance based on friendship or loyalty.
Personal appeals
using flattery, praise, or friendly behavior prior to making a request
Ingratiation
using warnings, repeated demands, and threats.
Pressure
enlisting the aid of other people to persuade the target to agree
Coalitions
rewarding the target with benefits or favors in exchange for following a request.
Exchange
asking for compliance based on friendship or loyalty
Personal appeals
using flattery, praise, or friendly behavior prior to making a request
Ingratiation
using warnings, repeated demands, and threats
Pressure
enlisting the aid of other people to persuade the target to agree
Coalitions
their ability to influence others to enhance their own objectives
political skill
is any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.
Sexual harassment
a type of politics which focuses on the use of power to affect decision making in an organization, sometimes for self-serving and organizationally unsanctioned behaviors.
Organizational politics
activities that are outside a person’s job requirements but influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.
Political behavior
normal everyday politics—complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through professional activities.
Legitimate political behavior
extreme political behavior that violates the implied rules of the game. It includes sabotage, whistle-blowing, and symbolic protests such as wearing unorthodox dress or protest buttons and calling in sick as a group.
Illegitimate political behavior
treats the reward “pie” as fixed, such that any gains by one individual are at the expense of another
Zero-sum approach
reactive and protective behaviors to avoid action, blame, or change
Defensive behaviors
includes overconforming, buck passing, playing dumb, stretching, and stalling
Avoiding action
includes bluffing, playing safe, justifying, scapegoating, and misrepresenting
Avoiding blame
includes prevention and self-protection
Avoiding change
the process by which individuals attempt to control the impression others form of them
Impression management (IM)
An effective manager accepts the political nature of organizations. By assessing behavior in a political framework, you can better predict the actions of others and use that information to formulate political strategies that will gain advantages for you and your work unit.
Implications for Managers
