Lecture 5 Conflict

Question 1

Conflict

Answer 1

a feeling, a disagreement, a real or perceived incompatibility of interests, inconsistent worldviews, or a set of behaviours
It is 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

Question 2

Relationship-based conflict

Answer 2

1. Intrapersonal conflict
2. Interpersonal conflict
3. Intergroup conflict

Question 3

Intrapersonal conflict

Answer 3

internal discord and conflict occurring within the individual, which can manifest from role confusion for example

Question 4

Interpersonal conflict

Answer 4

Arises between two or more people with differing views or goals, which may lead to harassment and stress

Question 5

Intergroup conflict

Answer 5

involves two or more teams who, eg, do not share the same organisational goals –> most complex

Question 6

causes of organizational conflicts

Answer 6

1. Organisational structure
2. task interdependence
3. limited resources
4. incompatible goals
5. personality differences
6. community problems

Question 7

Types of organisational conflict

Answer 7

1. relationship conflict
2. task conflict
3. process conflict

Question 8

Relationship conflict

Answer 8

The conflict arising out of interpersonal tension among employees, which is concerned with the relationship intrinsically, not the project at hand

Question 9

Task conflict

Answer 9

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

Question 10

Process conflict

Answer 10

Clashes among the team members due to the difference in opinions, on how work should be completed, is called process conflict

Question 11

Marxist conflict theory

Answer 11

Society is in a state of perpetual conflict bc of competition for limited resources
Society is divided along lines of economic class between the proletarian working class and the bourgeois ruling class

Question 12

Realistic group conflict theory, Sherif

Answer 12

Competition between groups for finite resources leads to intergroup stereotypes, antagonism, and conflict

Question 13

three phases of realistic group theory

Answer 13

Phase 1: bonding within each group
Phase 2: groups interact through competition
Phase 3: groups given cooperative goals

Question 14

Functional conflict

Answer 14

Confrontation between groups that enhances and benefits the organitzation’s performance

Question 15

Dysfunctional conflict, consequences

Answer 15

• increased stress and anxiety among individuals, which decreases productivity and satisfaction
• feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover
• A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done

Question 16

Five phases of organisational conflict, Louis Pondy)

Answer 16

1. latent conflict
2. perceived conflict
3. felt conflict
4. manifest conflict
5. conflict aftermath

Question 17

What to consider with negotiating

Answer 17

• communication
• emotional intelligence
• focus areas
• planning
• value creation
• strategy
• external support
• reflection

Question 18

Communication

Answer 18

communicate clearly what you are hoping to walk away with and where your boundaries lie

Question 19

Emotional intelligence

Answer 19

a high degree of emotional intelligence is needed to read other parties’ emotions

Question 20

Focus areas

Answer 20

Concentrate on the negotiation issues and the situational factors, not on the opponent or his or her characteristics

Question 21

Planning

Answer 21

planning ahead with a clear idea of what you hope to achieve and where your boundaries lie is an essential step in any negotiation

Question 22

value creation

Answer 22

when participating in a negotiation, each party is typically concerned with obtaining the biggest ‘slice of the pie’ possible

Question 23

strategy

Answer 23

Define your role, understand your value & understand your counterpart’s vantage point.If you have power in a negotiation, use it—with specific demands, mild threats, and persuasion—to guide the opponent toward an agreement

Question 24

External support

Answer 24

be open to accepting third-party assistance

Question 25

reflection

Answer 25

reflect on past negotiations and identify areas for improvement