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MGMT 331 > Chapter 7 - Managing Conflict > Flashcards

Chapter 7 - Managing Conflict Flashcards

1
Q

What is one of the leading causes of business failure among major corporations?

A

Too much conflict p306

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2
Q

The lack of tension among between competing perspective can foster a climate of what?

A

Complacency p306

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3
Q

When is the problem of complacency compounded?

A

When the board of directors fail to play an aggressive oversight role. p306

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4
Q

The reality of lack of conflict as a sign of good leadership is what?

A

A leading indicator of being out of touch with significant changes in the marketplace p306

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5
Q

Conflict is essential. True or False?

A

True p306

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6
Q

What type of conflicts generally produce dysfunctional outcomes?

A

Personality conflicts and arguments over things that cant be changed p306

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7
Q

According to whom do people value conflict and competition?

A

Abraham Maslow p307

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8
Q

What book best illustrates, according to our text, the importance of conflict?

A

Moneyball p307

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9
Q

What are the key “rules of engagement” for effective conflict management?

A
  1. Work with more, rather than less, information
  2. Focus on the facts
  3. Develop multiple alternatives to enrich the level of debate
  4. Share commonly agreed-upon goals
  5. Inject humor into the decision process
  6. Maintain a balanced power structure
  7. Resolve issues without forcing consensus
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10
Q

Is interpersonal conflict inevitable? True or False

A

True

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11
Q

Conflict that focuses on issues or facts can actually enhance decision making? True or False

A

True

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12
Q

There is a widespread tendency to create conflict? True or False

A

False

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13
Q

The key to increasing comfort with conflict is to become proficient in particular skills? True or False

A

True

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14
Q

What is the first the first conflict related skill essential for managers?

A

Must be able to accurately diaagnose the type of conflict, including their causes. ex: managrs need to understnad how cultural differences and other forms of demographic diversity can spark conflicts in organizations

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15
Q

What is the second of the conflict related skill essential for managers?

A

Managers must be able to select an appropriate conflict management strategy.

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16
Q

What is the third of he conflict related skills essential for managers?

A

Skillful managers must develop the skills to resolve interpersonal disputes effectively while maintaining working relationships between disputants

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17
Q

What are the two identifying characteristics of diagnosing type of conflict?

A

Focus and source

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18
Q

What do you gain by understanding the focus of a conflict?

A

gain an appreciation for the substance of the dispute

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19
Q

What do we gain by learning about the source of the conflict?

A

A better understanding of how things got started

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20
Q

What can we categorize conflicts as primarily?

A

People or Issues

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21
Q

What is people-focused conflict?

A

“in your face” kind of confrontations in which emotions run high and people feel moral indignation

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22
Q

About how much time is estimated to be wasted in people conflict?

A

18%

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23
Q

What is issue-focused conflict?

A

rational negotiations where people represent the interest of their department

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24
Q

What are personal differences?

A

Perceptions and xpectations

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25
Q

What are the four sources of conflict in contrast to the personality-defect theory?

A
  1. Personal differences
  2. Informational deficiencies
  3. role incompatibility
  4. Environmental stress
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26
Q

What is informational deficiencies?

A

Misinformation and misrepresentation

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27
Q

What is role incompatibility?

A

Goals and responsibilities

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28
Q

What is environmental stress?

A

Resource scarcity and uncertaity

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29
Q

What are the five categories to interpersonal confrontations?

A
  1. Forcing
  2. Accomodating
  3. Avoiding
  4. Compromising
  5. Collaborating
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30
Q

What do the five approaches to conflict reflect?

A

Different degrees of cooperativeness and assertiveness

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31
Q

What dimension is the forcing response?

A

Assertive and Uncooperatve

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32
Q

What is the forcing response?

A

an attempt to satisfy on’s own needs at the expense of the needs of the other individual

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33
Q

How do you implement the forcing response?

A

Formal authority, physical threats, manipulation ploys, or by ignoring the claims of the other party

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34
Q

What is the problem with the repeated use of the forcing response?

A

It breeds hostility and resentment

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35
Q

What dimension is the accommodating approach?

A

Cooperative and unassertive

36
Q

What is the accommodating approach?

A

it satisfies the other party’s concerns while neglecting one’s own

37
Q

What is the problem with the use of accommodating approach?

A

it emphasizes preserving a friendly relationship at the expense of critically appraising issues

38
Q

What dimension is the avoiding response?

A

uncooperative and unassertive

39
Q

What is the avoiding response?

A

neglecting the interests of both parties by sidestepping the conflict or postponing a solution

40
Q

What is the problem with avoiding response?

A

it causes frustration for others because issues never seem to get resolved and the really tough problems are consistently avoided

41
Q

What dimension is the compromising response?

A

It occupies the intermediate space between high and low levels of both assertiveness and coooperativeness

42
Q

What is compromising response?

A

An attempt to obtain partial satisfaction for both parties

43
Q

What is a common mistake made in compromising?

A

It can be counterproductive due to employees thinking the manager only wants to resolve disputes than solving problems

44
Q

What dimension is the collaborating approach?

A

cooperative and assertive

45
Q

What is collaborating approach?

A

it is an attempt to address the concerns of both parties. Is referred to as the problem solving mode

46
Q

What is the bennefit of using collaboration approach?

A

It has the most beneficial effect on the involved parties

47
Q

What is the objective of forcing?

A

Getting your way

48
Q

What is the objective of avoiding?

A

Avoiding conflict

49
Q

What is the objective of compromising?

A

Reach an agreement quickly

50
Q

What is the objective of accommodating?

A

Don’t upset the other person

51
Q

What is the objective of collaborating?

A

solve the problem together

52
Q

What is the point of view of forcing?

A

i know what right, dont question my judgment or authority

53
Q

What is the point of view of avoiding?

A

I’m neutral on that issue, let me think about it, that’s someone else’s problem

54
Q

What is the point of view of compromising?

A

let’s search for a solution we can both live with so we can get on with our work

55
Q

What is the point of view of accommodating?

A

How can i help you feel good about this encounter, my position isn’t so important that it is worth risking bad feelings between us

56
Q

What is the point of view of collaborating?

A

this is my position what is yours, i’m committed to finding the best possible solution, what do the facts suggest.

57
Q

What is the supporting rationale of forcing?

A

It is better to risk caausing a few hard feeligns than to abandon an issue you are committed to

58
Q

What is the supporting rationale of avoiding?

A

disagreements are inherently bad because they create tension

59
Q

What is the supporting rationale of compromising?

A

prolonged conflicts distract people from their work and engender bitter feeelings

60
Q

What is the supporting rationale of accommodating?

A

maintaining harmonious relationships should be our top priorty

61
Q

What is the supporting rationale of collaborating?

A

the positions of both parties are equally important, equal emphasis should be placed on the quality of the outcome nd the fairness of the decision-making process

62
Q

What is the likely outcome of forcing?

A

You feel vindicated but other party feels defeated and possibly humiliated

63
Q

What is the likely outcome of avoiding?

A

interpersonal problems don’t get resolved, causing long-term frustration manifested in a variety of waays

64
Q

What is the likely outcome of compromising?

A

participants become conditioned to seek expedient, rather than effective, sollutions

65
Q

What is the likely outcome of accommodating?

A

the other person is likely to take advaantage of you

66
Q

What is the likely outcome of collaborating?

A

The problem is most likely to be resolved, also, both parties are committed to the solution and satisfied that they have been treated fairly

67
Q

What are the two negotiation strategies?

A

distributive or integrative

68
Q

What is distributive bargaining?

A

negotiations focused on dividing up the limited or scarce resources

69
Q

What is the intergrative perspective?

A

Searching for collaborative ways of expanding the limited or scarce resources, by avoiding fixed, incompatible positions

70
Q

How do you choose which management style to implement?

A

personal preference

71
Q

What is the general framework for collaborative problem solving?

A
  1. establish overarching goals
  2. Seperate the people from the problem
  3. Focus on interest, no positions
  4. Invent options for mutual gains
  5. use objective criteria for evaluating alternaives
  6. Define success in terms of real gains, not imaginary losses
72
Q

What does establish overarching goals mean?

A

Both parties must share what they have in common and clarifying mutual

73
Q

What does separate the people from the problem mean?

A

To depersonalize their disagreement and suppress their desires for revenge

74
Q

What does focus on interest, no positions mean?

A

Positions are demands or assertions; interests constitute the reasons behind the demands

75
Q

What does invent options for mutual gain mean?

A

creative solutions

76
Q

What does use objective criteria for evaluating alternatives mean?

A

Determine what is fair, and examine how fairness should be judged. “what makes the most sense”

77
Q

What does define success in terms of real gains, not imaginary losses mean?

A

real gains are what is actually gained, imaginary losses are a negative way to think about some imaginary gains lossed

78
Q

What is the four phases of collaborative problem solving?

A
  1. problem identification
  2. solution generation
  3. action plan formulation and agreement
  4. implementation and follow-up
79
Q

What are the two roles of a dispute?

A

Initiator and responder

80
Q

What is a mediator?

A

a third party used to cool down the dispute, reestablish constructive communication, and help the parties reconcile their differences

81
Q

What is the initiator-problem identification?

A
  1. maintain personal ownership of the problem
  2. succinctly describe your problem in terms of behaviors, consequences, and feelings
  3. avoid drawing evaluative conclusions and attributing motives to the respondent
  4. persist until understood
  5. Encourage two-way discussion
  6. Manage the Agenda - approach multiple for complex problems incrementally
82
Q

What is the initiator-solution generation?

A

Focus on Commonalities as the basis for requesting a change

83
Q

What is respondent-problem identification?

A
  1. Establish a climate for joint problem solving by showing genuine interest and concern
  2. seek additional, clarifying information about the problem b asking questions
  3. agree with some aspect of the complaint
84
Q

What is respondent solution generation?

A

Ask for suggestions of acceptable alternatives

85
Q

What is mediator problem identification?

A
  1. acknowledge that a conflict exists and propose a problem-solving approach for resolving it
  2. while seeking out the perspective of both parties, maintain a neutral posture regarding the disputants
  3. serve as facilitator; not as a judge
  4. manage the discussion to ensure fairness - keep the discussion issue oriented, not personality oriented
  5. Make sure all parties fully understand and support he solution agreed upon, and establish follow up procedures

MGMT 331 (5 decks)

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