chapter 13 - conflict Flashcards
what is conflict
one part perceives that another party has negatively affected something the first party cares about
- interaction becomes interparty disagreement
why does conflict occur in organizations
incompatibility of goals
differences over interpretations of data
disagreements based on behavioural expectations
traditional view of conflict
conflict must be avoided
violence, destruction, irrationality
interactionist view
conflict can be positive force in a group and some conflict is necessary for effective performance
- a certain level can help keep group viable, self critical, and creative
functional conflict
supports the goals of the group and improves its performance is constructive
dysfunctional conflict
is destructive and hinders performance
task conflict
relates to the content and goals of the work
relationship conflict
focuses on interpersonal relationships
- almost always dysfunctional
process conflict
about how the work gets done
- revolves around delegation and goals
- can become highly personalized
locus of conflict
where the conflict occurs
intragroup conflict
occurs within a group or team
- for it to effect group performance, members need to “have each others back”
intergroup conflict
conflict between groups or teams
dyadic conflict
conflict between 2 people
the conflict process
5 stages
- potential opposition
- cognition
- intentions
- behaviour
- outcomes
stage 1 of conflict process
the appearance of conditions that create opportunities for it to arise
- communication
- structure
- personal variables
communication conflicts of stage 1
semantic difficulties, misunderstandings, noise, over-communicating, insufficient info
structure conflict of stage 1
size of group, clarity of roles, leadership styles,
personal variable conflict of stage 1
personality
emotions
values
Stage 2 of conflict process
where conflict issues tend to be defined
emotions play a huge role
perceived conflict
awareness of the existence of conditions that can create conflict
felt conflict
individuals become emotionally involved
stage 3 of conflict process
we have to infer the other party’s intent behind their actions
5 conflict handling intentions
competing
- satisfy own interest regardless of impact on others
collaborating
- each desire to fully satisfy concern of other party
avoiding
- withdraw or suppress from conflict
accommodating
- may be willing to place the opponent’s interest above their own
compromising
- no winner or lose
stage 4 of conflict process
where conflict becomes visible
statement
actions
reactions
conflict management
the use of resolution and stimulation techniques to achieve the desired level of conflict
stage 5 of conflict process
functional outcomes
- improve quality of decision
- creativity and innovation
- change
dysfunctional outcomes
- poor communication
- reduce satisfaction and trust
negotiation
a process that occurs when 2 or more parties decide how to allocate scarce resources
distributive vs integrative negotiating:
distributive:
- get as much out of pie as possible
- win lose
- low info sharing
- no relationship
integrative:
- expand pie so both are satisfied
- win win
- form relationship
- high info sharing
step 1 of negotiation process
prep and planning
do homework
who and what’s all answered
step 2 of negotiation process
define ground rules
step 3 of negotiation process
clarification and justification
explain original demands
step 4 of negotiation process
bargaining and problem solving
both parties need to make concessions
step 5 of negotiation process
closure and implementation
contract vs handshake
culture in negotiation
low context negotiators are likely to see an offer as deal closing tool
high context negotiators use offers as information gathering tools
