Conflict and Negotiation/Groups and Teamwork Flashcards
How Do You Negotiate?
- Assess personal goals, consider other’s goals, develop strategy
- Identify target and resistance points (bargaining zone)
- Target: ideally what you want to achieve
- Resistance: lowest outcome acceptable - Identify your “BATNA”
Best Alternative To a Negotiated Agreement
BATNA
BATNA refers to the most advantageous alternative course if negotiations fail and an agreement can’t be reached
A BATNA lets you know whether you should accept an offer
- Deal is better than your BATNA: take it
- Deal is worse than your BATNA: reject it
Groups
Two or more people interacting interdependently to achieve a common goal.
Stages of Group Development
- forming: orienting self with group; what’s the goal of the group
- storming: setting roles and responsibilities
- norming: issues resolve; norms establishes
- performing: devote energy to task accomplishment
- adjourning: group disperses after goal reached
Group Performance - Group Size
- comparison: benefits vs costs of adding team members
- process gain: benefits > costs
- additive tasks: performance depends on the sum of all group members
- disjunctive tasks: performance depends on the group’s best performers
- process loss: costs > benefits
- conjunctive tasks: performance depends on the group’s worst performer
Group Structure: Diversity
- surface-level diversity: race, age, gender
- deep-level diversity: attitudes, values, beliefs
Group Cohesiveness
degree to which a group is attractive to its members, members desire to stay in group and describe it favourable
Social Loafing
- tendency to withhold physical or intellectual effort when performing a group task
- free rider effect: individuals work less because colleague doing their work for them
- sucker effect: individual works less hard as opposed to other group members
punctuated equilibrium model
model of group development that describes how groups with deadlines are affected by first meetings and crucial midpoint transitions
role ambiguity
lack of clarity of job goals or methods
role conflict
a condition being faced with incompatible role expectations
intrasender role conflict
single role sender provides incompatible role expectations to role occupant
intersender role conflict
two or more role senders provide role occupant with incompatible expectations
interrole conflict
several roles held by a role occupant involve incompatible expectations
person-role conflict
role demands call for behaviour that is incompatible with personality and skills of role occupant
