Chapter 9: Conflict and Negotiation

Question 1

Conflict Types (3)

Answer 1

Task, Relational, Process

Question 1

Task Conflict

Answer 1

related to the content and goals of the work.

Question 2

Task Conflict:
1. Conflict among top management teams associated with?
2. Conflict among low-level employees is associated with?

Answer 2

1. higher performance
2. Lower performance

Question 3

What is best intensity level for conflict and what is worse

Answer 3

Moderate best and worse is low or high

Question 4

Relationship Conflict:

Answer 4

focuses on relationships and often takes the form of personality clashes as well as interpersonal disagreements

Question 5

Tips to handle relationship conflict (3)

Answer 5

• Communicate directly with the other person to resolve perceived conflict
• Avoid dragging other co-workers into the conflict
• seek help from direct supervisors or human resource specialists

Question 6

If not involved in relationship conflict then (3)

Answer 6

• Do not take sides
• Suggest parties work things out themselves
• Refer the problem to upper management or supervisors

Question 7

Process Conflict and what conflict can it sometimes turn into

Answer 7

Delegation and role conflicts. Highly personalized and transform into relationship conflict

Question 8

Sources of conflict with communication (2)

Answer 8

• Semantic difficulties, noise in communication channels
• too little or too much communication

Question 9

Sources of Conflict - Structure:
Groups and level of conflict and tasks
Age and level of turnover

Answer 9

Larger groups = highly specialized tasks,
younger members = high turnover

Question 10

Sources of Conflict - Ambiguity Responsibility and conflict

Answer 10

Higher ambiguity leads to greater potential for conflict

Question 11

Sources of Conflict - Leadership Style

Answer 11

Manager exert tight control, leave employees w/ little discretion

Question 12

Sources of Conflict - Zero-sum reward systems:

Answer 12

employees need to compete and sometimes unethically

Question 13

Sources of Conflict - Diversity of goals

Answer 13

various goals, and objectives to meet this year, must order

Question 14

Personal and conflict variables (3)

Answer 14

Personality, emotion and value

Question 15

Conflict resolution bound - Cooperativeness

Answer 15

one party attempts to satisfy other party’s concerns

Question 16

Conflict resolution bound - Assertiveness

Answer 16

one party attempts to satisfy their concerns over others

Question 17

Avoiding: and resolution bound

Answer 17

Issue is trivial and symptom, no chance you will win, other in better position to resolve, need more time

low assertive and low cooperativeness

Question 18

Yielding and resolution bound

Answer 18

Other’s needs or group goals more important than yours, build-bank, harmony

low assertive and high cooperativeness

Question 19

Compromising and resolution bound

Answer 19

issue moderate importance, halfway point, equal power, speed is vital

mid assertive and mid cooperativeness

Question 20

Forcing and resolution bound

Answer 20

Issue & speed of high importance, future relationship unimportant, high power

high assertive and low cooperativeness

Question 21

Problem Solving and resolution bound

Answer 21

Issue is high importance, common enemy/concerns, trust is high to allow for exchange sharing, so time pressure, integration/collaboration

high assertive and high cooperativeness

Question 22

Conflict Resolution: Structural approach - Expansion of Resources

Answer 22

Conflict due to limited resources then expansion is win-win solution

Question 23

Conflict Resolution: Structural approach - Authoritative Control

Answer 23

Management use formal authority to resolve conflict

Question 24

Conflict Resolution: Structural approach - Altering Human Control

Answer 24

Conflicts caused by attitudes and behaviours human relations training can be a solution

Question 25

Conflict Resolution: Structural approach - conflict and solution

Answer 25

Conflicts caused by organizational structure, conflicts may be solved by job redesign or transfers

Question 26

Third Party Conflict Resolution - Mediator

Answer 26

neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives

Question 27

Third Party Conflict Resolution - Arbitrator

Answer 27

Appointed by parties, have authority to dictate an agreement for the conflict, voluntary or assigned

Question 28

Third Party Conflict Resolution - Conciliator

Answer 28

provide an informal communication link between the parties involved, get parties to talk

Question 29

Third Party Conflict Resolution - Consultant

Answer 29

Skilled and impartial, attempt to facilitate problem-solving through communication and analysis, aided by knowledge of conflict management. Parties improve relationship and focus

Question 30

Negotiation

Answer 30

A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them

Question 31

5 Steps to negotiate

Answer 31

1. Developing a Strategy 2. Definition of ground rules 3. Clarification and justification 4. Bargaining and problem solving 5. Closure and implementation – Distributive bargaining

Question 32

Negotiation - 1. Developing a Strategy - Issued

Answer 32

item specifically placed on bargaining table for discussion

Question 33

Negotiation - 1. Developing a Strategy - Position

Answer 33

individual stand on issue

Question 34

Negotiation - 1. Developing a Strategy - Interest

Answer 34

concern or affect by negotiation result

Question 35

Negotiation - 1. Developing a Strategy - Aspiration or Bargaining range (2 points)

Answer 35

Target and Resistance point

Question 36

Target Point

Answer 36

ideal and realistic outcome

Question 37

Resistance Point

Answer 37

when you walk away

Question 38

BATNA and what is

Answer 38

Best alternative to a negotiated agreement - backup or counter offer

Question 39

Negotiation - 2. Defining Ground Rules

Answer 39

Reach agreement with the other party regarding the details about the negotiation

Question 40

Negotiation - 3. Clarification and Justifications

Answer 40

Opportunity for both parties to explain, amplify, clarify, bolster and justify demands

Question 41

Negotiation - Persuasion Process

Answer 41

Convince other party about why your demands are legitimate and important to fulfill

Question 42

Negotiation: 4. Bargaining and Problem Solving relationship between compete and collaborate to compromise and accomodate

Answer 42

Competing and collaborating strategies in negotiations tend to result in better outcomes than compromising and accommodating strategies

Question 43

Negotiation: 5. Closure and Implementation of the deal

Answer 43

Finalizing negotiation involving laying out specifics in a contract or handshake

Question 44

Types of negotiation: Distributive Bargaining and example

Answer 44

Negotiations that seek to divide up a fixed amount of resources, etc when two employees need to decide how they split a $10,000 bonus

Question 45

Distributive Bargaining: How to succeed (2)

Answer 45

1. reasonable first offer -> shows power and triggers anchoring bias (people fixate on information presented to them) 2. Reveal a deadline -> speed the process, apply pressure

Question 46

Types of negotiation: Integrative Bargaining and example

Answer 46

Negotiation strategy in which parties collaborate to find “win-win” solution to their disputes example: wanting to maintain long-term relationship with party

Question 47

Integrative Bargaining and how to succeed (2-4)

Answer 47

- Negotiate in teams achieves more integrative agreements - Put more issues on table (ideas generated) - Focus on interests of each party - Avoid compromise, you want Win-WIN