Chapter 15 Conflict, Change, And Communication Flashcards
Stages of conflict
The first stage is late and the second stage is perceived the third stage it’s felt the fourth stage is manifest in the fifth stage is aftermath
Latent conflict
This is when something is happened but the employee has not yet perceived it
Perceived conflict
This is the stage where a person is aware that his or her goals are blocked or potential he blocked by someone’s action
Felt conflict
This is when an employee elicits a strong emotional response. Anger and hostility can result.
Manifest conflict
With awareness and feelings, actions occur. The person experiencing a conflict take some action and the other person often respond in kind
Conflict aftermath
With many conflicts, the aftermath suppose the seats for future conflicts.
Styles for resolving conflicts
The styles are the competitor the compromiser the collaborator the avoid her and the accommodator
Competitor style of resolving conflict
These are individuals who act in their own self interest without concern for the interests of the other party
Accommodation style for resolving conflict
This person that accommodates the interest of the other party without concern for self. Accommodation is not feeling, however.
The avoider style for resolving conflict
This is the style that she has no concern for self with the others parties interest, lower and Bill self and other interests seeking. Avoidance is closer to running away
Compromiser style of resolving conflict
The compromising style involves partial satisfaction of interest. At the same time, your concerns are partially satisfied and those of the other or partially met.
The collaboration style for resolving conflict
Parties can bowl of trusts that they share interests, and the conflict can be redefined in terms that may allow mutual satisfaction.
Types of conflict
Three types of conflict are interpersonal, intragroup, intergroup
Interpersonal conflict
Have a conflict occurs between two individuals
Intragroup conflict
This conflict occurs among members of a team or group
Intergroup conflict
Intergroup conflict occurs between different units or groups
Relationship conflict
Involves tension and friction between members of their own group. Personal dislike can occur in the effective stage and lead to annoyance and irritation
Task conflict
This involves differences in opinion about the task facing the group
Roll ambiguities
This is when duties and boundaries assigned to an individual or not clear.
Resource scarcity
Another condition that leads to conflict. When the budget is very tight, one manager may be inclined to seek additional funds away from his or her superior. Pierier that has to take funds from a different department and turf is invaded again I’m conflict ensues
Methods for resolving conflict
These include altering the issue, altering the relationship, altering the context, change the individual
Altering the issue to resolve conflict
Samples of this with a D personalize, separate the person and the problem
Alter the relationship to resolve conflict
Examples of this to be interacting for a third person, or buffering the two parties
Altering the context to resolve conflict
Approach utilizes a structural change, providing additional resources such as a manager at this as in common or super important goals
Change the individuals to solve conflict
Levels of this to be training or firing a conflict employee
Steps to managing change
First step is unfreezing the second step is moving and the third step is refreezing
Unfreezing
Unfreezing often deals with overcoming resistance to change
Moving
Moving involves the focus change of issues are contact
Refreezing
This is one training of her words need to be established to support the new status quo
Sources for resistance to change
Include low tolerance for change, misunderstanding and lack of trust, different assessment, parochial self interest
Low tolerance for change
General people do not like change as it brings uncertainty or discomfort
Perochial self interest
Some employees receive status and rewards from the current system and you changes may reduce their status or influence
Lack of trust or misunderstanding
This often occurs because employees at lower levels may not trust the person making changes
Different assessment
Sometimes different groups may have different assessments of the benefits associated with the changes
Dealing with persistence to change
Strategies for this include education and communication, but dissipation involvement, facilitation and support, I go she Asian an agreement, manipulation and co-option, explicit and implicit coercion
Education and communication
This overcomes the problem of employees facing unknowns
Dissipation and involvement
For dissipation helps understanding the nature and rationale for change while involving employees reduces resistance
Facilitation and support
Kirchman for, and the X exclamation of, new tasks are useful to tools encouraging employees that this is the right decision
Manipulation and co-optation
Well employees can feel deceived by manipulation (such as the selective use of information and structuring of events) call option is less risky (giving an opinion leader or resistor a prominent role is an example of co-option)
Explicit or implicit coercion
These should only be used when absolutely necessary
Communication
Process of transmitting information to others
Richness of communication
Stages of riches include high medium and low
High richness of communication
These mediums include face-to-face and video conferencing
Medium richness of communication
These include telephone, digital messages with emoticons, written personal communication
Low richness of communication
This includes formal written communication
Efficiency of communication
Efficiency is an important matter to consider when communicating well face-to-face communication takes more time and email may be much quicker but not as high and richness
Documentation
Just keeping a record of forms of communication. There’s obviously no for documentation for all communication however written forms obviously are Easley documented
Directions of communication
Please include vertical, horizontal, diagonal
Vertical communication
These messages either go top down from management down to employees. Or bottom up from employees to management.
Horizontal communication
This is a lateral exchange between individuals often at the same level but not necessarily following the chain of command
Diagonal communication
Exchange information between individuals in different units and levels of the company
