Chapter 11- Conflict & Negotiation

Question 1

The process in which one party perceives that its interest are being opposed or negatively affected by another party.

Answer 1

Conflict

Question 2

A type of conflict in which focus their discussion around the issue while showing respect for people with other point of view.

Answer 2

Task conflict

Question 3

Task vs. Relationship conflict

Answer 3

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.

Question 4

The belief that conflicting parties will find a mutually solution to their disagreement.

Answer 4

Win-win orientation

Question 5

The belief that conflicting parties are drawing from a fixed pie, so the more one party receive, the less the other party will receive.

Answer 5

Win-lose orientation

Question 6

Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties.

Answer 6

Superordinate goals

Question 7

Any attempt by a relatively neutral person to help conflicting parties resolve their differences.

Answer 7

Third-party conflict resolution

Question 8

Decision-making situation on which two or more interdependent parties attempt to reach agreement.

Answer 8

Negotiation

Question 9

When the goals of two or more people are zero-sum so that one can gain only at the other’s expense.

Answer 9

Distributive situation

Question 10

When parties’ goals are linked, but not zero-sum so that one persons goal achieve of another.

Answer 10

Integrative situation

Question 11

The best outcome you might achieve through some other course of action if you abandon the current negotiation.

Answer 11

Best alternative to a negotiated settlement (BATNA)

Question 12

Positive Conflict

Answer 12

•better decision making 
      test logic of arguments
       questions assumption
•more responsive to changing environment
•stronger team cohesion (conflict between the team and outside opponents)

Question 13

Negative Conflict

Answer 13

• uses otherwise productive time
• less information sharing
• higher stress, dissatisfaction, and turnover
• increases organization politics
• wastes resources
• weakens team cohesion (conflict among team members)

Question 14

What separating task and relationship conflict?

Answer 14

• 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.

Question 15

“Structural Sources of Conflict in Organizations”

Incompatible goals

Answer 15

Goal incompatibility occurs when the goals of one person or department seem to interfere with another person’s or department’s goal.

Question 16

“Structural Sources of Conflict in Organizations”

Differentiation

Answer 16

Another source of conflict is differentiation- deference among people and work units regarding their training, values, beliefs, and experiences.

Question 17

“Structural Sources of Conflict in Organizations”

Interdependence

Answer 17

Conflict tend to increase with the level of task interdependence (sharing common resources etc.) .

Question 18

“Structural Sources of Conflict in Organizations”

Scarce Resources

Answer 18

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.

Question 19

“Structural Sources of Conflict in Organizations”

Ambiguous rules

Answer 19

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.

Question 20

“Structural Sources of Conflict in Organizations”

Communication Problems

Answer 20

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.

Question 21

“Interpersonal conflict handling style”

Problem Solving

Answer 21

Problem solving tries to find a solution that is beneficial for both parties.

Question 22

“Interpersonal conflict handling style”

Forcing

Answer 22

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.

Question 23

“Interpersonal conflict handling style”

Avoiding

Answer 23

Avoiding tries to smooth over or evade conflict situations altogether.

Question 24

“Interpersonal conflict handling style”

Yielding

Answer 24

Yielding involves giving in completely to the other side’s wishes, or at least cooperating with little or no attention to your own interests.

Question 25

“Interpersonal conflict handling style”

Compromising

Answer 25

Compromising involves looking for a position in which your losses are offset by equally valued gains.

Question 26

Structural Approaches to conflict management

Answer 26

• emphasizing superordinate goals
• reducing differentiation
• improving Communication and mutual understanding
• reduce interdependence
• increasing resources
• clarifying rules and procedures