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HBO-final > Conflict and Negotiation > Flashcards

Conflict and Negotiation Flashcards

1
Q

Is a process that involves people disagreeing or arguing:

A

Conflict

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2
Q

A clash between individuals arising out of a difference in thought process, attitudes, understanding, interests, requirements and even sometimes perceptions.

A

Conflict

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3
Q

known as workplace conflict.

A

Organizational Conflict

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4
Q

is described as the state of disagreement or misunderstanding, resulting from the actual or perceived dissent of needs, beliefs, resources and relationship between the members of the organization.

A

Organizational Conflict

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5
Q

occurs when opinions with respect to any task or decision are in contradiction.

A

Organizational Conflict

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6
Q

Types of Conflict

A

Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Relationship Conflict
Task Conflict
Process Conflict

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7
Q

Interpersonal tension among employees.

A

Relationship Conflict

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8
Q

When there is a discord, among members regarding nature of work to be performed.

A

Task Conflict

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9
Q

The difference in opinions, on how work should be completed

A

Proceed Conflict

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10
Q

FACTORS INFLUENCING ORGANIZATIONAL CONFLICT

A

Unclear Responsibility
Interpersonal Relationship
Scarcity of Resources
Conflict of Interest

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11
Q

CAUSES OF ORGANIZATIONAL CONFLICT

A

Managerial Expectations

Communication Disruption

Misunderstanding

Lack of
accountability

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12
Q

Expectations are misunderstood or
not fulfilled within the
stipulated time.

A

Managerial Expectations

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13
Q

If one employee requires certain information from another, who does not respond properly.

A

Communication Disruptions

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14
Q

If one person misinterpret
some information.

A

Misunderstanding

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15
Q

Responsibilities are not clear, and some mistake has arisen, of which no member of the team wants to take responsibility.

A

Lack of Accountability

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16
Q

OTHER CAUSES OF CONFLICT

A

Organizational Structure
Limited Resources
Incompatible Goals
Personality Differences

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17
Q

Phases of Conflict

A

Prelude to conflict
Triggering Event
Initiation Phase
Differentiation Phase
Resolution Phase

18
Q

WAYS TO MANAGE CONFLICTS IN
ORGANIZATION

A

Handle the conflict positively.
Formation of official grievance procedure for all members.

Concentrate on the causes rather than their effect, to assess conflicts.

Parties to conflicts should be given an equal voice, irrespective of their position, term or political influence.

Active participation of all the parties to conflict.

19
Q

The practice of managing disagreements or discord between two individuals or groups with the intention of creating a positive outcome for each party involved.

A

Conflict Management

20
Q

Refers to techniques and ideas designed to reduce the negative effects of conflict and enhance the positive outcomes for all parties involved.

A

Conflict Management

21
Q

CONFLICT MANAGEMENT STYLES

A

Accommodating
Avoiding
Compromising
Competing
Collaborating

22
Q

The process of discussing each individual’s position on a topic and attempting to reach a solution that benefits both parties.

A

Negotiation

23
Q

Is a process whereby two or more parties work toward an agreement.

A

negotiation

24
Q

TWO BASIC TYPES OF NEGOTIATION

A

Distributive Negotiation
Integrative Negotiation

25
Q

Operates under zero-sum conditions. Anything one party gains in the deal is lost by the other party.

There can be a winner and a loser, and parties are usually opposing each other.

Can be thought of as haggling-the back-and- forth exchange of offers.

A

Distributive Negotiation

26
Q

The involved parties work together to find a solution that satisfies the needsand concerns of each.

Tactics seek to provide greater value to the parties collectively than could be achieved individually.

A

Integrative Negotiation

27
Q

Both parties can walk away winners.

A

Integrative Negotiation

28
Q

THE 5 STAGES OF THE
NEGOTIATION PROCESS

A

Prepare
Exchange Information
Clarify
Bargain and Problem-Solve
Conclude and Implement

29
Q

THE 5 STAGES OF THE
NEGOTIATION PROCESS

A

Prepare
Exchange Information
Clarify
Bargain and Problem-Solve
Conclude and Implement

30
Q

Research both sides of the discussion and identify any possible trade-offs.

Concessions you’re willing to put on the bargaining table.

Determine your most-desired and least-desired possible outcomes.

Understand who in your organization has the decision-making power.

A

Prepare

31
Q

Know the relationship that you want to build or maintain with the other party.

Prepare your BATNA (“best alternative to a negotiated agreement”).

Definition of the ground rules: where, when, with whom, and under what time constraints the negotiations will take place.

A

Prepare

32
Q

Both sides continue the discussion that they began when exchanging information by justifying and bolstering their claims.

If one side disagrees with something the other side is saying, they should discuss that disagreement in calm terms to reach a point of understanding.

A

Clarify

33
Q

The meat of the process of negotiation, during which both sides begin a give-and-take. Each negotiating party should propose different counter-offers for the problem.

Keep your emotions in check and use strong verbal communication skills of active listening and calm feedback with appropriate body language.

The goal of this step is to emerge with a win-win outcome.

A

Bargain and Problem-Solved

34
Q

Once an acceptable solution has been agreed upon, both sides should thank each other for the discussion, no matter the outcome of the negotiation.

Successful negotiations are all about creating and maintaining good long-term relationships.

Should outline the expectations of each party and ensure that the compromise will be implemented effectively.

A

Conclude and Implement

35
Q

•High Assertiveness
•Low Cooperativeness
•Win-Lose situation

A

Comparing

36
Q

•Low Assertiveness
•Low Cooperativenes:
•Neutral situation

A

Avoiding

37
Q

•High Assertiveness
•High Cooperativeness
•Win-Win situation

A

Collaborating

38
Q

•Low Assertiveness
• High Cooperativeness
•Lose-Win situation

A

Accommodating

39
Q

•Medium on both
•Lose-Lose stuaron

A

Compromising

40
Q

COMMON CHARACTERISTICS OF
NEGOTIATION

A

The parties involved are somehow interdependent

The parties are each looking to achieve the best possible result in the interaction for themselves w

The parties are motivated and capable of influencing one another

The parties believe they can reach an agreement

HBO-final (2 decks)

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