H. 13 Conflict Flashcards
Mixed-motive situation
mutual independence need competitive and cooperative goals. This can be studied with a Prisoner’s dilemma game (PDG)
Behavioral Assimilation
the choices of group members become synchronous over time.
Social Value Orientation (SVO)
- Cooperative People
- Competative People
- Individualists
- Altruists
- Women
- Money-situation
- Students in cooperative settings
the dispositional inclination to react in conflict setting in a prosocial manner:
- Cooperative people make for example choices where both parties have an advantage in a conflict (prosocial and pro-self, win-win-situation)
- Competitive people make the right choices to maximize their own outcomes, but also to minimalize the outcome of others!
- Individualists are pro-self, so they want to maximize their own outcomes, but they are not worried about what the others will get – focus on their own outcomes.
- Altruists are prosocial, but not pro-self, thus help others in situations where they need help and are prepared to sacrifice their own outcomes.
- With women the liking of the partner causes cooperation, while not liking the partner causes competition.
- Competition in situations where one could win a lot of money: the choice is independent of the power of the competition.
- Students in cooperative settings: improve their own outcomes by helping others; by improving the competitive settings of their own work to become better than the rest, or to sabotage others, and to disrupt them in their work so their own work becomes better in comparison.
Social dilemma
interpersonal situation where the individuals have to choose between maximizing personal outcomes, as opposite to the maximizing of the outcomes of the group.
Social trap/commons dilemma
dilemma when individuals increase their outcomes by reaching for personal goals, but when to many individuals act selfishly, all the members of the group will suffer losses on the long run.
→ This can be diminished by discussing the consequences, and to acquaint the members with the choices for others.
Public good dilemma
social dilemma when someone does or does not contribute to sources to support a public good (park/highway), but can also not be excluded when they fail to contribute → group member that doesn’t join the discussion, but still obtains the same grade (= free riders).
→ are often excluded from the group, but this also happens with people that do to much (the rest of the group cannot meet the high standard).
Division norms > Equity > Equality > Power > Need
- Equity: group gives more to members that have done more work.
- Equality: everyone is treated equally (women often prefer this)
- Power: to give more sources/outcomes to those persons with more authority/status
- Need: giving most to those members that need it most (social responsibility)
→ even with animals the ‘need for honesty’ is found (monkeys that did the same task but received different rewards, responded by giving the lower reward back and by getting angry)
Egocentrism
: giving yourself more responsibility for an outcome than is legal (bias), self-serving attribution (often leads to conflict and a decrease of cohesion). Often happens because you are yourself more conscious of what you are doing for the group, and not what the others are doing → unpacking (thinking about what the others add to a goal) can help decrease this.
Sociocentric: when responsibility is seen as responsibility for the group (instead of for yourself).
Task conflict
content-conflict, disputes about issues that are relevant in group goals and procedures. This is almost unavoidable.
Process conflict
procedural conflict, where strategies, policies, and methods collide. Not clear which methods need to be used to reach certain goals.
Rules of order
to regular discussions, describes how processes in groups and organisations need to be used when people cooperate.
> Formal, technical precise manner of interaction, that sometimes is at the expends of openness and directness. Emphasis on vote-procedures, postponing discussing until everyone agrees (consensus) to solve the conflict.
Reactance
complex and emotional reaction that happens when individuals have the feeling that their freedom of choice is threatened and taken away.
4 forms of Reactance
- Perception → Misconception about..
- Reciprocity
- Irritation → Flaming
- Coalition
- Perception → Misconception about how you think about others, like with mis-attribution or observing the wrong motives. Often also moving from soft tactics to hard tactics (threatening, punishing, bullying – direct and non-rational responses): request, statements, demands, complainst, solving problems, third party, anger, threatening, intimidation, and abuse.
Trucking game experiment: research procedure - Reciprocity: giving others way to much or just way to less back → revenge.
- Irritation: can lead to anger, when the emotions prevail or people lose their patience.
Flaming: online communication (example email) that is received negatively, hostile, intimidating, aggressive, unfriendly or insulting (so also offline conflict escalation – not only physical) - Less people that disagree can become more, when the members chose a side (coalition).
Solving conflicts
1) Dedication can lead to negotiation
- Distributive Negotiation
- Integrative Negotiation
- 3 Negotiation styles
1) Dedication can lead to negotiation: a mutual communication where certain issues are discussed, both positions are explained and it is offered to try to get advantageous outcomes.
- Distributive negotiation: solving differences by claiming or dividing the sources, making offers, and to respond with counteroffers, and making sure that the interests do not become known.
- Integrative negotiation: identification of mutual and complementary interests to find solutions for all the accompanying parties.
Three negation styles: soft (tender way, avoiding conflicts, maintaining relations), hard (competitive, take it or leave it) and principled (avoiding entrapment by focusing on the problem and not on the intentions of both parties).
Solving Conflicts
2) Misconception can lead to understanding, when..
when active motives and goals are communicated, and cooperative norms are created.
