Chapter 11 Flashcards
Conflict
The process in which one party perceives that its interests are being opposed or negatively affected by another party – Based on perceptions; it exists whenever one party believes that another might obstruct its efforts, regardless of whether the other party actually
has those intentions
Interpersonal conflict
Between individuals
Intrapersonal conflict
Within individuals
Conflict-is-bad perspective
Emphasises that organisations work best through harmonious
relations and that conflict undermines organisational effectiveness
What are the consequences of the conflict is bad perspective
- Potentially reduces employee performance by consuming otherwise productive time
- Threatens personal needs and self-concept, which produces employee stress, reduces job satisfaction, and increases turnover
- Negative effect on information sharing
Optimal conflict perspective
Organisations are most effective when employees experience some level of conflict (Dewey)
What are the consequences of the ‘optimal conflict perspective’
- Potentially improves decision making – Energises people to debate issues and evaluate
alternatives more thoroughly - Prevent organisations from becoming nonresponsive to their external environment –
- Active thinking about customers, suppliers and other stakeholders
- In the case of external conflict: People tend to be more motivated to work together when faced with an external threat, which strengthens cohesion within the team
Task conflict /constructive conflict
Type of conflict in which people focus their discussion around the task, in which different viewpoints occur while showing respect for people involved in that disagreement
Relationship conflict
Type of conflict in which people focus their discussion on qualities of the people in the dispute
- Escalates more easily
- Dysfunctional as it threatens self-esteem, self-enhancement and self
verification processes - Triggers defence mechanisms and a competitive orientation between the parties
- Reduces mutual trust
Minimising relationship conflict during task conflict
- Emotional intelligence- Relationship conflict is less likely to occur, or is less likely to escalate when team members have high levels of emotional intelligence
- Team development – Encourages mutual understanding and team cohesion
- Adopting norms that support psychological safety (= a shared belief that it is safe to engage in interpersonal risk-taking) – Open-mindedness and tolerance
psychological safety
a shared belief that it is safe to engage in interpersonal risk taking; specifically, that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work
behaviors will not result in coworkers posing a threat to
their self-concept, status, or career
According to the MODEL OF THE CONFLICT PROCESS the sources of conflict
- incompatible goals
- differentiation (Differences among people and work units regarding their beliefs, values and preferences (E.g.: generational diversity)
- interdependence (When one party perceives that its interests are being opposed or negatively affected by another party)
- scarce resources
- ambiguous rules (Uncertainty increases the risk that one party will interfere with the other party’s goals and encourages political tactics)
- poor communication
What is according to the conflict process model the ‘conflict perceptions’
Usually produce negative emotions, including feelings of stress, anxiety, fear, frustration and/or anger – Can be positive through cognitive reappraisal of the conflict
Manifest conflict /conflict episodes (conflict process model)
The stage where conflict becomes visible through behaviour –Represents each party’s decisions and behaviours towards the other
Interpersonal conflict-handling styles: Follett
- problem solving
- Forcing
- Avoiding
- Yielding
- Compromising
win–win orientation
the belief that conflicting parties will find a mutually beneficial solution to their disagreement
win–lose orientation
the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive
Problem solving
Problem solving tries to find a solution that is beneficial for both
parties. This is known as the win–win orientation because people using this style believe the resources at stake are expandable rather than fixed if the parties work
together to find a creative solution
Forcing
Forcing tries to win the conflict at the other’s expense. People who use this style typically have a win–lose orientation—they believe the parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive. Consequently, this style relies on “hard” influence tactics
NOTE: forcing is not always agressive, it can be speaking up and showing confiction
Avoiding
Avoiding tries to smooth over or evade conflict situations altogether. A common avoidance strategy is to steer clear of the coworkers associated with the conflict. Another action is to minimize discussion of the sensitive topic when interacting with the other person.
NOTE: they can be very concerned about one or both party’s interest. But conclude that avoidance is the best strategy.
Yielding
Yielding involves giving in completely to the other side’s wishes, or at least cooperating with little or no attention to your own interests.
Compromising
Compromising involves actively seeking a middle ground between
the interests of the two parties. This occurs by calculating losses from concessions with equally valued gains, or at least trying to achieve similar levels of how much value each party sacrifices to reach agreement.
What conflict-handling styles do people tend to choose?
They gravitate toward one or two conflict handling styles that match their personality, personal and cultural values and past experience
The best style depends on the situation
Research: People from high collectivism cultures are motivated to maintain harmonious relations and thus are more likely to manage disagreements through avoidance or problem solving → Too simplistic? – Collectivism motivates harmony within the group but not
necessarily with people outside the group
When is avoiding an effective conflict-handling style?
Avoiding is usually ineffective because it creates uncertainty and frustration. However, it can be useful in the short term if emotions are too high or if resolving the conflict would be too costly. It is also preferred in cultures that prioritize maintaining harmony.
When is yielding an effective conflict-handling style?
Yielding is useful when the other party has more power, the issue is less important to you, or you lack confidence in your position. However, it can lead to unrealistic expectations and more conflict in the future.
When is compromising a good conflict-handling style?
Compromising works best for simple, opposing conflicts where both parties have equal power. It is useful when time, trust, or openness for problem-solving is limited. However, it may lead to suboptimal solutions and negative emotions.
superordinate goals
goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
third-party conflict resolution
any attempt by a relatively
neutral person to help conflicting parties resolve their differences
negotiation
the process in which interdependent parties with
divergent beliefs or goals attempt to reach agreement on issues that mutually affect them
best alternative to a negotiated
agreement (BATNA)
the best outcome you might achieve through some other
course of action if you abandon the current negotiation
What is the distributive approach in negotiation?
A win-lose negotiation strategy where parties divide a fixed amount of resources.
What is intergroup mirroring?
A process of documenting and comparing group perceptions to correct misunderstandings.
You’re negotiating a job offer and want the best possible salary while having a minimum acceptable amount in mind. What three key points should you establish?
- Initial offer (starting request),
- Target point (ideal outcome),
- Resistance point (minimum acceptable salary).
A company rotates employees across departments to reduce conflicts. Which conflict management strategy is being used
Reducing differentiation through shared experiences.
Two departments have frequent conflicts. The company assigns an employee to coordinate their work. What strategy is this?
Using an integrator to reduce interdependence.
What’s the difference between arbitration, inquisition, and mediation in third-party conflict resolution?
Arbitration: High control over the final decision, low control over the process.
Inquisition: High control over both process and decision (least effective).
Mediation: High control over process, low control over decision (best for employee satisfaction).
How do gender differences affect negotiation outcomes?
Women prioritize relationships, are more likely to be deceived, and receive less generous offers. Female negotiators using firm tactics are viewed less favorably than men using the same tactics.
In negotiation, the ______ is the zone between the parties’ resistance points.
Bargaining zone.
_____ creates buffers, reduces direct interaction, and combines jobs to manage conflict.
Reducing interdependence.
What is the integrative approach to negotiation?
A win-win strategy where negotiators work together to expand resources rather than just divide them.
What are the key situational factors in a negotiation environment?
Location – Negotiating on your own turf provides familiarity and comfort.
Physical setting – Seating arrangements can influence win-lose vs. win-win attitudes.
Audience characteristics – Direct surveillance can make negotiators more competitive
A company creates strict rules and procedures to prevent misunderstandings in teamwork. Which conflict management strategy is this?
Clarifying rules and procedures.
Two departments constantly conflict over limited resources. Instead of negotiating, the company increases overall resources. What approach is this?
Increasing resources to reduce conflict.
What’s the difference between process control and decision control in third-party conflict resolution?
Process control – The third party controls how negotiation happens.
Decision control – The third party controls the final outcome
What are the four strategies for reducing interdependence in conflict management?
- Creating buffers – Loosens the connection between work units.
- Using integrators – Assigning coordinators to manage interactions.
- Combining jobs – Reducing interdependence through job enrichment.
What are the three key perceptions in intergroup mirroring?
- How the group perceives itself.
- How it perceives the other group.
- How it believes it is perceived by the other group.
True or False: The distributive approach to negotiation focuses on expanding available resources so both parties benefit.
False – The distributive approach is a win-lose strategy where resources are divided from a fixed amount. The integrative approach focuses on expanding resources for a win-win outcome.
True or False: Mediation gives a third party high control over both the process and the final decision in conflict resolution.
False – Mediation gives the third party high control over the process but low control over the final decision, allowing parties to resolve their disputes themselves.
True or False: Weak ties in social networks can be more valuable than strong ties for job hunting and career growth.
True – Weak ties connect you to diverse networks, providing access to unique job opportunities and information that strong ties (close friends) may not have.
The negotiation process
- gather information: The more you know, the better you can negotiate—but be smart about how and when you share information!
2 Manage Concessions: are adjustments made to move closer to the other party’s position, best given in small steps with clear labeling and an expectation of reciprocity to signal priorities and build good faith
- Manage time: As deadlines approach, negotiators tend to make more concessions, especially under time pressure or “exploding offers,” while longer negotiations increase commitment, making it harder to walk away
- Build the relationship: Trust keeps negotiations focused on issues, encourages future discussions, and enables information sharing for mutual gains, built through shared interests, first impressions, kept promises, and emotional intelligence
