Chapter 11- Conflict & Negotiation Flashcards
The process in which one party perceives that its interest are being opposed or negatively affected by another party.
Conflict
A type of conflict in which focus their discussion around the issue while showing respect for people with other point of view.
Task conflict
Task vs. Relationship conflict
Relation conflict is a type of conflict on which people focus on characteristics of other individuals.
A task conflict is a type of conflict in which focus their discussion around the issue while showing respect for people with other point of view.
The belief that conflicting parties will find a mutually solution to their disagreement.
Win-win orientation
The belief that conflicting parties are drawing from a fixed pie, so the more one party receive, the less the other party will receive.
Win-lose orientation
Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties.
Superordinate goals
Any attempt by a relatively neutral person to help conflicting parties resolve their differences.
Third-party conflict resolution
Decision-making situation on which two or more interdependent parties attempt to reach agreement.
Negotiation
When the goals of two or more people are zero-sum so that one can gain only at the other’s expense.
Distributive situation
When parties’ goals are linked, but not zero-sum so that one persons goal achieve of another.
Integrative situation
The best outcome you might achieve through some other course of action if you abandon the current negotiation.
Best alternative to a negotiated settlement (BATNA)
Positive Conflict
•better decision making test logic of arguments questions assumption •more responsive to changing environment •stronger team cohesion (conflict between the team and outside opponents)
Negative Conflict
- uses otherwise productive time
- less information sharing
- higher stress, dissatisfaction, and turnover
- increases organization politics
- wastes resources
- weakens team cohesion (conflict among team members)
What separating task and relationship conflict?
- emotional intelligence and emotional stability- relationship conflict is less likely to occur when team members have high level of emotional intelligence and stability.
- cohesive team- relation conflict is suppressed when the conflict occurs within a highly cohesive team.
- supportive team norms- various team norms can hold relationship conflict at bay during task-focused debate.
“Structural Sources of Conflict in Organizations”
Incompatible goals
Goal incompatibility occurs when the goals of one person or department seem to interfere with another person’s or department’s goal.
“Structural Sources of Conflict in Organizations”
Differentiation
Another source of conflict is differentiation- deference among people and work units regarding their training, values, beliefs, and experiences.
“Structural Sources of Conflict in Organizations”
Interdependence
Conflict tend to increase with the level of task interdependence (sharing common resources etc.) .
“Structural Sources of Conflict in Organizations”
Scarce Resources
Resource scarcity generates conflict because each person or unit requiring the same resource necessarily undermines others who also need that resource to fulfill their goals.
“Structural Sources of Conflict in Organizations”
Ambiguous rules
Ambiguity also encourages political tactics and, in some cases, employees enter a free-for-all battle to win decisions in their favour. This explains why conflict is more common during mergers and acquisitions.
“Structural Sources of Conflict in Organizations”
Communication Problems
Conflict often occurs due to the lack of opportunity, ability, or motivation to communicate effectively.
First, when two parties lack the opportunity to communicate, they tend to rely more on stereotypes to understand the other party in the conflict.
Second, some people lack the necessary skills to communicate in a diplomatic, nonconfrontational manner.
Third, problem is that relationship conflict is uncomfortable, so people are less motivated to communicate with others in a disagreement.
“Interpersonal conflict handling style”
Problem Solving
Problem solving tries to find a solution that is beneficial for both parties.
“Interpersonal conflict handling style”
Forcing
Forcing tries to win the conflict at the other’s expense. They believe the parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive.
“Interpersonal conflict handling style”
Avoiding
Avoiding tries to smooth over or evade conflict situations altogether.
“Interpersonal conflict handling style”
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.
“Interpersonal conflict handling style”
Compromising
Compromising involves looking for a position in which your losses are offset by equally valued gains.
Structural Approaches to conflict management
- emphasizing superordinate goals
- reducing differentiation
- improving Communication and mutual understanding
- reduce interdependence
- increasing resources
- clarifying rules and procedures