CH 11 Conflict And Negotiation Flashcards
Define conflict
Process by which in party perceives that it’s interest are being opposed or negatively affected by another party
Name toe toes of conflict
TAsk conflict
Relationship conflict
Define task conflict
A type of conflict in which people focus discussion around the issue of task and maintain Respect for people, who have the opinions.
Also called constructive conflict
This type appears to rood you beneficial outcomes, particularly decision making
Define relationship conflict
Focuses on interpersonal differences
People, focus in characteristics of the other individual rather than that issue that is the source of conflict.
Negative consequences of conflict
Uses up productive time Less information sharing Higher stress, turnover, dissatisfaction Increases organisational politics Wastes resources Reduces team cohesion
Positive consequences of task conflict
Better decision making: test logic of arguments, questions assumptions
More responsive to changing environment
Stronger team cohesion:particularly between team and external competition
Name 3 strategies to separate task cod click from relationship conflict:
Emotional intelligence and emotional stability
Cohesive team: surprise relationship conflict
Supportive team Norms: various norms keep conflict at bay
Name some sources of conflict
Incompatible goals Differentiation Interdependence Scarce resources Ambiguous rules Poor communications
Define incompatible goals
Occurs when goals of one person or department seem to interfere with another person department goals
Sources of conflict: interdependence
Conflict increases with interdependence
Task interdependence: shared materials, info and expertise
Lowest risk:
Pooled interdependence
Where reliance is only on common resource or authority
Highest risk:
Mutual dependence on each other
Higher probability of interfering with each other’s work or goals
Name interpersonal conflict handling styles
Problem solving Forcing Avoiding Yielding Compromising
When is Problem solving preferred style
Interested not perfectly opposing
When is forcing a preferred style
When have deep conviction about Laotian dispute
Requires a quick solution
When is avoiding is preferred conflict handling style
Conflict be aimed to emotionally charged
When is yielding a preferred conflict handling style
When the other party has substantially more power
When is compromising a perfect conflict handling style
When parties have equal power
Time pressure to resolve
Parties lack trust
Openness for problem solving
Name 6 structural approaches to conflict management
Emphasising superordinate goals Reducing differentiation Improving communication/ mutual understanding Reduce interdependence Increasing resources Clarifying Rules and procedures
Define superordinate goals
Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties ie bring attention to organisations strategic objectives
Name three strategies that can assist in minimising the conflict caused by interdependence
Hxxx
Name 3 3rd party conflict resolution techniques
Arbitration
Inquisition
Mediation
What is arbitration
Arbitrators have high control over the final decisions but low control over the process
Executives engage by following previously agreed rules of due process, listening to disputing arguments. Make a binding decision
What is inquisition
Inquisitors control all discussion about the conflict
They have high decision control because they determine how to resolve conflict
Have high process control because they choose
- which info to examine
- how it will be examined
- how process will be handled
What is involved with mediation
High control over process but not decision
Manage process and interaction between disputing parties
Assist in finding ways to resolve differences
How can you build, good deals in negotiations
We need to balance expert collaborative and competition behaviours
Collaboration: creates value
Competition: helps negotiators claims value, get bets possible outcome.
Name and describe two negotiating essentials
Setting limits:
Set target point goal
Parties with high target point achieve better results
Set resistance point
Assessing power:
Assess alternative in negotiations
BATNA best altentative to negotiated agreement
