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Organizational Behaviour 1BA3 > Conflict and Stress - 11 > Flashcards

Conflict and Stress - 11 Flashcards

1
Q

What is

Conflict

A

A process that occurs when 1 person, group or orgnizational subunit frustrates the goal attainment of another

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2
Q

What are the Levels of

Conflict

A

Intrapersonal
Interpersonal
Intragroup
Intergroup

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3
Q

What is

Intrapersonal

A

Conflict within self
(most common symptom is stress)

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4
Q

What is

Interpersonal

A

Conflict between 2 people

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5
Q

What is

Intragroup

A

Conflict within groups

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6
Q

What is

Intergroup

A

Conflict between 2 teams
(2 organizations, units, departments)

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7
Q

How does a traditional boss view conflict?

A
  • Negative, dysfunctional, detrimental; think it affects wellbeing physio, psycho, behaviourally
  • Thinks conflict is distracting; think you won’t be able to focus on your job
  • Believes absense of conflict is best so “they get rid of it”
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8
Q

How does a Contemporary boss view conflict?

A
  • Benefits of conflict are recognized; its a catalyst for change, squashes status quo, increases ppl’s creativity
  • Realization that suppressing conflict can lead to further negative consequences
    -Conflict is seen as invevitable rather than avoidable
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9
Q

What is Conflict Stimulation

A

Same as a positive disruptor
Strategy of deliberately increasing conflict to motivate change
Healthy opposition

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10
Q

What are the 5 common causes of organizational conflict?

A

Group identification and intergroup bias
Interdependence
Differences in power, status and culture
Ambiguity
Scarce resources

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11
Q

Why does Group identification and intergroup bias cause conflict?

A

Group has been taught that they are right & other group is wrong; causes trouble due to superiority position

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12
Q

Why does Interdependence cause conflict?

A

When there is sequential or reciprocal interdependence then there is conflict

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13
Q

Why does Differences in power, status and culture cause conflict?

A

Someone is using their title or power/credentials/place in hierarchy to hurt people

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14
Q

Why does ambiguity cause conflict?

A

There is confusion over things such as performance criteria, etc

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15
Q

Why does scarce resources cause conflict?

A

When there is competition for resources, then there is conflict

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16
Q

What are the types of conflict?

A

Relationship conflict (Who)
Task Conflict (What)
Process Conflict (How)

What & How are easy to fix (tel them, communicate better)
Who is harder (Dissension bc of personal values, personalities, etc)

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17
Q

What is Relationship conflict?

A

Interpersonal tensions among individuals that have to do w their relationship per se, not the task at hand

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18
Q

What is Task Conflict

A

Disagreements act the nature of work to be done

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19
Q

What is Process conflict

A

Disagreements act how work should be organized and accomplished

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20
Q

What changes happen intergroup when there is conflict between 2 groups

A

Loyalty to group more important
Increased concern for task accomplishment
Autocratic leadership
Group structure more rigid
Group cohesiveness increases

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21
Q

What changes happen in relations between groups when there is conflict

A

Info concealed
Interaction/communication decreases
Win-lose orientation rather than problem-solving
Increased hostility toward rival group

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22
Q

What are the 5 approaches to managing conflict?

A

Competing
Collaborating
Compromise
Avoiding
Accommodating

Heavily used for interpersonal

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23
Q

What is the Competing Approach

A

Conflict management style that maximizes assertivness & minimizes cooperation

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24
Q

When is Competing approach used to manage conflict

A
  1. When you have a lot of power
    When “i know im right, i know the facts”
  2. When the situation is truly win/lose
  3. Compete when u won’t see/interact with the person again
  4. Emergency situations

  1. Why would you say that? “Bc I can”
  2. Teal disagrees bc “karma is a bitch”
  3. Lifeguard when someone is drowing
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25
Q

What is the Avoiding Approach

A

Conflict management style characterized by low assertiveness for my interests & low cooperation

Puts their head in the sand

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26
Q

When is Avoiding approach used to manage conflict

A
  1. As a short term stress reduction method
  2. When the issue is trivial
  3. When you are lacking info
  4. Observe a need for calm down situations

  1. I just need a break
  2. Projection
  3. Need to do more research to be educated on the conflict
  4. Both parties need to cool down bc things are hostile
27
Q

What is the Collaborating Approach

A

Conflict management style that maximizes both assertiveness and cooperation

Win/Win
Perfect approach

28
Q

When is Collaborating approach used to manage conflict

A
  1. You start with it
  2. When you have lots of time

  1. (start w it in a conflict resolution situation, when situation is not intense)
  2. (bounded rationally, dont always have time)
29
Q

What is the Compromise Approach

A

A conflict management style that combines intermediate levels of assertiveness and cooperation

Realistic

30
Q

When is Compromise approach used to manage conflict

A
  1. When collaborating fails
  2. There are scace resources

  1. “Aim for full satisfaction but end up satisficing”; Back up for collaboration
31
Q

What is the Accommodating Approach

A

Confict management style where a person fully cooperates & doesn’t assert their own interests

32
Q

When is Accommodating approach used to manage conflict

A
  1. You are worng
  2. When the issue is more important to the other guy
  3. Build good will

  1. Unhealthy ego ppl struggle with this
33
Q

How to Manage Conflict

A

Find just right level of positive stress
Emphasize common goals
Reduce differentiation
Improve communication and understanding
Clarify rules and procedures

34
Q

What is negotiation

A

It’s a tactic where we help 2 parties come to a conflict resultion

35
Q

Distributive Negotiation

A

Like compromise, “fixed pre”
Win-lose negotiation (fixed amounts)
My gain = Your loss

36
Q

Integrative Negotiation

A

Like collaboration
We may start integrated but more often than not we will end on distributive
Win-win negotiation
Mutual problem solving

37
Q

Third party involvement with Negotiation

A

When an independen and highly trained third party is called to help resolve disput
Mediation (help facilitate negotiated agreement)
Arbitration (authority to dictate terms of settlement)

38
Q

Types of Arbitration

A

Conventional (choose any outcome)
Final Offer (each party makes a final offer, pick best one)
Conciliation (gov official goes in to create a deal between 2 parties)

39
Q

What are stressors

A

Factors that create demands on the individual

40
Q

What is stress

A

Experience and perception of demands from the environment

41
Q

What are strain/stress reactions

A

Outcomes of stress involve immediate physical, psycholgoical and behavioral responses

42
Q

What are all the organizational or non work stressors we will al encounter?

A

Organizational Stressors :
- Work overload
- Heavy responsibility
- Poor job design
- Role conflict; role ambiguity; role boundary management
- Interpersonal conflict
- Psycholgoical environment stressors
- Physical environment stressors
- Techno-stress

Non-work stressors:
- Time conflict
- Strain conflict

43
Q

What are examples of psycholgical reactions

Outcomes

A

Rationalization, projection, anxiety, helplessness, etc

44
Q

What are examples of Physiological reactions

Outcomes

A

High blood pressure, sweatiness, heart palpitations, dizziness, more cortisone, etc

45
Q

What are examples of Behavioural reactions

A

Attempts to cope (e.g. shopping, exercise, drug/alcohol use, etc)

46
Q

What are the 3 categories of visible burnout outcomes?

A
  1. Emotional Exhaustion
  2. Cynicism/ Depersonalization
  3. Reduced Processional Accomplishment
47
Q

What do ppl with emotional exhaustion have

Burnout

A
  • Lack of energy, difficulty emoting
  • Compassion fatigue : no longer able to emphasize
48
Q

What do ppl with Cynicism / depersonalization show

Burnout

A
  • Indifferent attitude to work
  • Treating individuals as objects / callousness
  • Strict adherence to rules and regulations
49
Q

What do ppl with Reduced professional accomplishment show

Burnout

A
  • Lower self-efficacy
  • No longer see value of extra effort
50
Q

What is G.A.S short for?

A

General Adaptation Syndrome

51
Q

Stages of G.A.S

A
  1. Change, all stress/burnout originally starts with change
  2. Resistance, it’s normal for the human to resist something that is a change
  3. Balance/Imbalance
  4. Burnout

  1. It is normal
  2. “I dont want it” supposed to resist
  3. If u are able to move from resistance to balance then you will not go into burnout; Perceptual stage of imablance, not taking care of the problem
  4. If you don’t solve imbalance then it leads to burnout and the burnout outcomes
52
Q

What are the after burnout outcomes?

A

Organs shut down
Death through suicide

53
Q

What are the 4 concerns of burnout that drives companies to spend $ on this

A
  1. Job dissatisfaction
  2. Occupational injuries and illnesses
  3. Decision-making, cognitive abilities, task performance
  4. Absenteeism, turnover
54
Q

What is Distress

A

D
Negative Stress
Leads to health issues

55
Q

What is Normal Stress

A

N
Neutral Stress

56
Q

What is Eustress

A

E
Positive stress
Motivating

57
Q

What are the 3 coaching questions to figure out how to help someone & where to send them

A
  1. How often does this imbalance occur?
  2. How severe or great is the imbalance?
  3. How long does the imbalance last?
58
Q

How does personality affect stress

A

It can affect both the extent to which potential stressors are perceived as stressful and the types of stress reactions that occur

59
Q

What’s the personality of a Type A person

A

Can’t relax, constantly busy, etc
They feel a greater stress than Type B
These ppl have to control ppl and things

60
Q

What’s the personality of Type B?

A

Easy-going, patient, relaxed

61
Q

How does people with negative affectivity deal with stress

A

They have a worse time with stress
They view the world, including oneself and other ppl in a negative light

62
Q

How does people with positive affectivity deal with stress

A

They view world in a positive light
They are optimistic, always smiling, etc

63
Q

How can a boss reduce or help you cope with stress

A

Job Redesign
Social Support
Human resource policies
Stress Management programs
Work life balance programs

Organizational Behaviour 1BA3 (7 decks)

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