Conflict Management (Chapter 10)

Question 1

What are the structural sources of conflict?

Answer 1

Incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, communication problems.

Question 2

Incompatible goals

Answer 2

Goals of one individual/department conflict with those of another.

Question 3

Differentiation

Answer 3

Differences among people and work units regarding training, values, beliefs and experiences. Different beliefs about achieving goals. Usually a factor in intergenerational conflict.

Question 4

Interdependence

Answer 4

Extent to which materials, info or expertise must be shared. Risk of conflict increased with level of interdependence, lowest risk in pooled interdependence relationship, but highest in reciprocal interdependence situations.

Question 5

Scarce Resources

Answer 5

One person/unit who needs resources necessarily undermines somebody else who needs same resources to fulfill goals.

Question 6

Ambiguous rules

Answer 6

Uncertainty increases risks one party may interfere with another’s goals. Breeds political tactics. When clear rules exist, employees know what to expect.

Question 7

Communication Problems

Answer 7

Lack of opportunity, ability or motivation (may fill in missing info with stereotypes) to communicate effectively.

Question 8

Relationship conflict

Answer 8

Focuses on interpersonal differences between or among adversaries. Personality clashes. Not focused on legitimate differences of opinion. Critiques of personal characteristics. Triggers defense mechanisms, escalates more easily than task-related conflict.

Question 9

Task-related conflict

Answer 9

Occurs when discussion is focused around issue while showing respect for other points of views. Tries to keep debate focuses on issue so as not to trigger drive to defend self-concept. debate merits and limitations of different positions.

Question 10

What are team attributes that help minimize relationship conflict?

Answer 10

Emotional intelligence and stability - Can better regulate emotions during debate, which reduces risk of escalation. More likely to see coworker’s emotions as info about their needs and expectations, not attack.
Cohesive team - More latitude to show emotions since they have a good understanding and trust of one another. Can anticipate behavior of others and have a stronger social identity with group.
Supportive team norms - Learn to appreciate honest dialogue, might be discourage from showing negative emotions to coworkers.

Question 11

Describe the conflict process model.

Answer 11

We start with sources of conflict, which lead one or both parties to perceive that conflict exists. Become aware that one party’s statements/actions are incompatible with the other. This interacts with emotions experienced about the conflict. Manifest conflict produced regarding these perceptions and emotions. Series of episodes looping back to perceptions/emotions and manifest conflict. Outcomes are positive or negative.

Question 12

What are the structural approaches to manage conflict?

Answer 12

Emphasizing superordinate goals, reducing differentiation (ex job rotation), improve communication and mutual understanding, reduce independence, increase resources, clarify rules and procedures.

Question 13

What are the 5 conflict management styles?

Answer 13

Problem solving - High assert high coop
Forcing - High assert low coop
Avoiding - Low assert low coop
Yielding - Low assert high coop
Compromising - Mid assert mid coop

Question 14

When is problem solving most appropriate to use? What are disadvantages?

Answer 14

Interests are not perfectly opposing, parties have trust, openness and time to share info, issues are complex. Disadv - Sharing info that other party might use to his/her advantage.

Question 15

When is forcing most appropriate to use? What are disadvantages?

Answer 15

You have deep conviction about position, dispute requires quick solution, other party will take advantage of more cooperative strategies.
Disadv - Highest risk of relationship conflict. May damage long-term relations, reducing future problem solving.

Question 16

When is avoiding most appropriate to use? What are disadvantages?

Answer 16

Conflict has become too emotionally charged, cost of trying to resolve conflict outweighs benefits.
Disadv - Doesn’t usually resolve conflict, may increase other party’s frustration.

Question 17

When is yielding most appropriate to use? What are disadvantages?

Answer 17

Other party has substantially more power, issues is much less important to you than other party, value and logic of your position isn’t clear.
Disadv - Increases other party’s expectations in future episodes.

Question 18

When is compromising most appropriate to use? What are disadvantages?

Answer 18

Parties have equal power, time pressure to resolve conflict, parties lack trust/openness for problem solvin..
Disadv - Suboptimal solution where mutual gains are possible.