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Grouppsychology > Conflict > Flashcards

Conflict Flashcards

1
Q

What are conflicts?

A
  • Disagreements or friction, disruption of routines in the group
  • Hard to avoid
  • Normal and not always dramatic
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2
Q

What are the roots for conflicts?

A
  • There are alot of reasons for conflicts
  • Humans are selfish
  • We treat others if we like them
  • Gender stereotypes
  • High stakes places (competition vs cooperation)
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3
Q

Cooperation

A
  • The success of one member is the succession for the group, or increase it
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4
Q

Competitive

A
  • Success depends on performing better than others
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5
Q

Competition vs Cooperation

A
  • Competition can be positive, athletes
  • Cooperation + Teamwork leads to competition
    Rivalry, Outperform, Greediness, Fear
  • Trigger different motivational systems
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6
Q

What are mixed motive situations?

A
  • Situations that involve both cooperation and competetivenes
  • The Prisoners Dilemma
  • Norms of reciprocity, negative stronger than positive, especially when deliberate
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7
Q

Behavioural assimilation

A

The eventual matching of the behaviours displayed by cooperating or competing in groups

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8
Q

What is the social value orientation?

A

The dispositional tendency to respond to conflict settings in a prosocial or proself way
- 4 distinct orientations
Individualists
- Proself
- Dont interfere nor help others
- Harsh style but can adapt
Cooperators
- Prosocial and proself
- Win-win situation
- Cooperate if others do
Competitiors
- Harsh style
- Win-Loose situations
- Unconcerned with criticism or maintaining relations
- Harsh style
Altruists
- Prosocial
- Help those in need

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9
Q

Social dilemma

A

Choosing between maximizing my outcome or others

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10
Q

The tragedies of the commons

A
  • I use too much of my resources, collapsing the society
  • Second chance increase cooperation
  • Normative standards in the group
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11
Q

Public goods dilemma

A

Members are expected to contribute but doesnt, cant get excluded though
- Free loaders
- Too high standard can cause conflicts too

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12
Q

Fairness dilemmas

A
  • How far a decision is based on my perception
  • Common distributive norms
    Equity - the more you do the more you get
    Power - the one in power gets more
    Equality - everyone gets equal
    Need - those in need gets more
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13
Q

Responsibility Norms

A
  • Who to blame or credit once the work is done
  • More aware of our contributions
  • Self-serving attributes results in conflict and loss of cohesion
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14
Q

Egocentrism

A

Giving yourself more credit than is warranted, a bias

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15
Q

Conflict over power

A
  • Power struggles in groups
  • Business and corporate settings
  • Manipulation and disagreements
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16
Q

Task conflict

A
  • Relevant to goals and procedures (ideas or opinions)
  • Happens often
17
Q

Process Conflicts

A
  • The methods used to complete the tasks
  • How roles got allocated
18
Q

Relationship conflict

A
  • Interpersonal discord that occurs when group members dislike one another
  • Intragroup vs intergroup conflicts
  • 40 % of the conflicts
  • We dont like to be critiqued
19
Q

Uncertainty to Commitment

A
  • Gets more committed to your opinion as the conflict escalates
  • Belief perseverance
  • Conformation bias
  • Reactance
20
Q

Perception to Misperception

Misperception to Understanding

A
  • Individuals perception of the situation and the people in it
  • Attitudes, views, actions, opinions etc
  • Fundamental attributions error
  • Loss of trust in each other
  • Assumptions instead of asking
  • Leads to competition
  • Takes critic personally

Actively communicating ones goals and opinions through discussions

21
Q

Soft tactics to Hard tactics

A
  • Tactics are the ways people influence each other to go for their opinions
  • Softer tactics in the beginning, shifts to harsher one as it escalates
  • Hard tactics trigger reactance, resilience and negative emotions
  • People got different capacities to use harder tactics
22
Q

Reciprocity to Retaliation

Retaliation to Forgiveness

A
  • Sustained by norms of reciprocity
  • Rough reciprocity; overmatching and undermatching
  • Justified for oneself
  • Tit for tat, reciprocal process
  • Begins with cooperation
  • Forgiveness, revenge is risky
23
Q

Irritation to Anger

Anger to Composure

A
  • Emotions take over as conflicts escalates
  • Negative emotions ignites conflicts
  • Anger have some benefits but usually not the case
  • Encourage to regain control
  • Norms in the group
  • Apologies
24
Q

Few to Many

Many to Few

A
  • Persuade others to join my side
  • The get the most power
  • A coalition, us vs them
  • Use of mediator
  • Increase communication
  • Lets both sides express their sides
  • Clarify ambiguities
  • Offer guidance
25
Q

Conflict resolution

A
  • Conflicts subside with time
    Subgroups, solutions or leaving the group
26
Q

Commitment to Negotioation

A
  • Important for conflict de-escalation and resolution
  • A reciprocal communication process to reach an agreement
  • Takes time
27
Q

Distributive negotiations

A

A process involving mutual compromise
- Small steps towards an agreement
- Haggling and bartering
- Maximizing your outcome

28
Q

Integrative negotiations

A

A process involving a collaborative resolution method
- Benefit both parties

29
Q

Different negotiation styles

A

Soft Bargainers
- Gentle style
- Avoid conflicts
- Makes offer
Hard Bargainers
- Hard styles
- Extreme positions and demands
- Hostile
Principle Negotiators
- Integrative solutions
- Focus on the problem than personal needs and motives
- Positional bargaining is dangerous - locks themselves, gets more committed to the position

30
Q

Dual Concern Model

A
  • Two fundamental themes on how one deal with conflict
  • Tactics
  • Prosocial or proself
31
Q

5 core conflict resolution modes

A
  • How you deal with conflicts
  • We use one or mix these approaches during conflict
  • Personal conflicts may get worse with cooperative style
  • Focus on the task instead of conflict
    Avoidance - Negative
  • Ignores the fight, built up a tolerance against conflicts
  • Change the topic
  • Wait and see
    Fighting - negative
  • Forcing your way
  • Win-loose situation
    Yielding - positive
  • Passive prosocial approach
  • Give in for the sake of the group
  • They could be wrong
    Cooperation - positive
  • Active prosocial and proself approach
  • Identify underlying issues and work together
  • Win-win situation
  • Task-oriented conflicts
32
Q

Is conflict good or evil?

A
  • Its a natural process
  • Conflicts are not inherently bad, it can be used to spark up discussions
  • Poor management of making decisions strategies gives conflicts
  • Increase unity, understanding of your role
  • Work proactively decreases conflicts
  • Are no conflicts that much better?
  • Performance increased if managed successfully

Grouppsychology (6 decks)

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