Chapter 13-Conflict & stress Flashcards
Interpersonal conflict
process that occurs when a person/group frustrates the goal attainment of another OR perceived attacks on self esteem or integrity i.e. bullying
Causes of interpersonal conflict
Group identification and intergroup bias interdependence Differences in power, status and culture ambiguity scarce resources
Group identification and intergroup bias
positive view of in-group
and negative view of out-group
interdependence
individuals are mutually dependent on each other to accomplish their own goals (abuse of power in this context –>conflict)
ambiguity
ambiguous goals, jurisdictions or performance criteria–> difficulty to control responsibility
scarce resources
differences in power are magnified when common resources are in short supply
Types of conflict
relationship related
task related
process related
Managing conflict CACAC
- Competing
- Accomodating
- Compromise
- Avoiding
- Collaborating
Competing
Conflict management style maximizes assertiveness for your own position and minimize cooperation response–> the conflict defined in strict win-lose terms
Accomodating
CMS in which one party cooperates with another without being assertive of its own interest (can be seen as weakness)
Compromise
CMS with intermediate levels of assertiveness and cooperation (satisficing approach), not most creative
Avoiding
CMS where low assertiveness of one’s own interest and low cooperation
Collaborating
CMS that maximizes assertiveness and cooperation: problem solving approach and find win-win solution that fully satisfies both parties
Positive effect of stimulating conflict
conflict -> change -> adaptation -> survival
stressors
environmental events or conditions that have potential to induce stress
stress
psychological reaction to the demands from stressor -> feel tense or anxious if cannot fully manage
Stress reaction
behavioural, psychological and physiological consequences of stress
Personality and stress
locus of control, type A behaviour pattern and negative affectivity: all of these can influence the perception and reaction to stressor, and reaction to felt stress
Executive and managerial stressors
make key decisions and direct the work of others
Role overload
one must perform too many tasks in too short a time period
Operative-level stressors
high stress when high demands while little control over work decisions
Boundary role stressors, burnout and emotional labour
boundary roles: when interact with public
more stress because they have the stress from company as well as environment
Mobbing
of individuals gang up on a particular employee –> stress due to incapacity to deal with perpetrator
Behavioural reactions
due to problem-solving, performance, withdrawal and use of substance
Psychological reactions
involve emotions and thought processes (or speech and actions) such as defense mechanisms
Defense mechanisms
Rationalization Projection Displacement Reaction formation Compensation
Rationalization
attribute socially acceptable rasons to make it appear reasonable
projection
attributing one’s undesirable ideas and motives to others so they seem less negative
Displacement
directing anger at “safe” target instead of where they may be punished
Reaction formation
expressing oneself as the opposite of how one is truly feeling, instead of risking negative reactions
compensation
apply one’s skill in one area to make up for failure in another
Physiological reactions
double risk of heart attacks
respiratory and bacterial infections
