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organizational behaviour > chapter 13 - conflict > Flashcards

chapter 13 - conflict Flashcards

1
Q

what is conflict

A

one part perceives that another party has negatively affected something the first party cares about
- interaction becomes interparty disagreement

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2
Q

why does conflict occur in organizations

A

incompatibility of goals
differences over interpretations of data
disagreements based on behavioural expectations

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3
Q

traditional view of conflict

A

conflict must be avoided
violence, destruction, irrationality

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4
Q

interactionist view

A

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

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5
Q

functional conflict

A

supports the goals of the group and improves its performance is constructive

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6
Q

dysfunctional conflict

A

is destructive and hinders performance

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7
Q

task conflict

A

relates to the content and goals of the work

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8
Q

relationship conflict

A

focuses on interpersonal relationships
- almost always dysfunctional

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9
Q

process conflict

A

about how the work gets done
- revolves around delegation and goals
- can become highly personalized

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10
Q

locus of conflict

A

where the conflict occurs

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11
Q

intragroup conflict

A

occurs within a group or team
- for it to effect group performance, members need to “have each others back”

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12
Q

intergroup conflict

A

conflict between groups or teams

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13
Q

dyadic conflict

A

conflict between 2 people

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14
Q

the conflict process

A

5 stages
- potential opposition
- cognition
- intentions
- behaviour
- outcomes

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15
Q

stage 1 of conflict process

A

the appearance of conditions that create opportunities for it to arise
- communication
- structure
- personal variables

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16
Q

communication conflicts of stage 1

A

semantic difficulties, misunderstandings, noise, over-communicating, insufficient info

17
Q

structure conflict of stage 1

A

size of group, clarity of roles, leadership styles,

18
Q

personal variable conflict of stage 1

A

personality
emotions
values

19
Q

Stage 2 of conflict process

A

where conflict issues tend to be defined
emotions play a huge role

20
Q

perceived conflict

A

awareness of the existence of conditions that can create conflict

21
Q

felt conflict

A

individuals become emotionally involved

22
Q

stage 3 of conflict process

A

we have to infer the other party’s intent behind their actions

23
Q

5 conflict handling intentions

A

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

24
Q

stage 4 of conflict process

A

where conflict becomes visible
statement
actions
reactions

25
Q

conflict management

A

the use of resolution and stimulation techniques to achieve the desired level of conflict

26
Q

stage 5 of conflict process

A

functional outcomes
- improve quality of decision
- creativity and innovation
- change
dysfunctional outcomes
- poor communication
- reduce satisfaction and trust

27
Q

negotiation

A

a process that occurs when 2 or more parties decide how to allocate scarce resources

28
Q

distributive vs integrative negotiating:

A

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

29
Q

step 1 of negotiation process

A

prep and planning
do homework
who and what’s all answered

30
Q

step 2 of negotiation process

A

define ground rules

31
Q

step 3 of negotiation process

A

clarification and justification
explain original demands

32
Q

step 4 of negotiation process

A

bargaining and problem solving
both parties need to make concessions

33
Q

step 5 of negotiation process

A

closure and implementation
contract vs handshake

34
Q

culture in negotiation

A

low context negotiators are likely to see an offer as deal closing tool

high context negotiators use offers as information gathering tools

organizational behaviour (9 decks)

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