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INTG 201 > M1: Conflict & Negotiation > Flashcards

M1: Conflict & Negotiation Flashcards

1
Q

What are the 3 forms of justice?

A
  1. Distributive justice
  2. Procedural justice
  3. Interactional justice
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2
Q

Define distributive justice.

A

Compares the individuals inputs and outcomes to other members inputs and outcomes.

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3
Q

Define procedural justice.

A

Looks at the extent to which policies and roles are participatively developed, transparent, and fairly administered without bias or favouritism.

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4
Q

Define interactional justice.

A

Interpersonal form of justice concerned with the behaviour of leaders in their relationship to followers or direct reports.

Two aspects of interactional justice relate to:

  1. the extent to which a leader provides relevant, reasonable, and timely information.
  2. The extent to which a leader treats followers with respect, dignity, and sensitivity in their interactions.
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5
Q

Although all 3 forms of justice are beneficial, which form is the most important and why?

A

Procedural justice.

  • Has a stronger positive influence than distributive justice on organizational commitment, job satisfaction, and positive organizational citizenship behaviour.
  • Positively related to better team performance and fewer absences.
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6
Q

What can violate all 3 forms of organizational justice?

A
  • Organizational politics

Ex: promoting someone you like more instead of someone who does the job better

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7
Q

What are negative consequences of workplace conflict?

A
  1. Wastes time
  2. less information sharing
  3. higher stress, dissatisfaction, and turnover
  4. increases organizational politics
  5. Wastes resources
  6. Weakens team cohesion (conflict within team)
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8
Q

What are positive consequences of workplace conflict?

A
  1. Better decision making: Tests logic of arguments & questions assumptions
  2. More responsive to changing environment (bc ur open to more ideas)
  3. Stronger team cohesion (conflict between the team and outside opponents)
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9
Q

What is conflict?

A

A process that begins when one party perceives that another party has negatively affected or is about to negatively affect, something that the first party cares about. Can be dysfunctional AND functional.

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10
Q

What can lead to conflict? (7) and explain.

A
  1. Group Identification & Intergroup Bias: Thinking that group you are a part of is better than the other groups.
  2. Interdependence: Parties much interact to coordinate and each party has power over the other (mutual dependence).
  3. Differences in power, status, or culture:
    -Power: one way dependence
    -Status: if lower individuals have power over higher
    status people
    -Culture: if there is a clash in beliefs or values.
  4. Ambiguity
  5. Scarce resources: battling for limited resources.
  6. Communication
  7. Incompatible goals
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11
Q

What are the 3 types of conflict?

A
  1. Relationship related
  2. Task related
  3. Process related
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12
Q

What is relationship related conflict? Productive or un-productive?

A

Interpersonal tensions that have to do with the relationship. Never productive.

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13
Q

What is task related conflict? Productive or un-productive?

A

Disagreements about the nature of the work to be done. Can be productive if well managed or if you come to an agreement.

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14
Q

What is process related conflict? Productive or un-productive?

A

Disagreements about how work should be organized and accomplished. Can be productive if well managed and could lead to the best possible process.

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15
Q

What can happen when conflict occurs?

A
  1. Winning becomes more important
  2. Parties conceal information from each other to keep the upper hand.
  3. Each side becomes more cohesive (conformity is expected and “deviants” who want to compromise are punished).
  4. Contact with opposite party is discouraged except under certain conditions.
  5. Opposite party is negatively stereotyped & own parties image is boosted.
  6. Aggressive people, skilled at engaging conflict, may emerge as leaders.
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16
Q

Is conflict bad?

A

There is an optimal level of conflict.

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17
Q

What is conflict stimulation?

A

Strategy of increasing conflict to motivate change.

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18
Q

What are 3 factors that help with conflict?

A
  1. Emotional intelligence
  2. Cohesive team
  3. Supportive team norms
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19
Q

What are the steps of the Salovey & Mayer emotional intelligence model?

A
  1. Perceiving emotions accurately in oneself and others (cannot move forward without this step).
  2. Using emotions to facilitate thinking (you can control your emotions to help you make decisions).
  3. Understanding emotions, emotional language, and the signals conveyed by emotions (understanding the consequences of ur emotions on others, and how others emotions impact you).
  4. Managing emotions so as to attain specific goals (being able to manage your and other emotions to get what you want).
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20
Q

When is emotional intelligence most and least important for job performance?

A

Most: low cognitive ability
Least: high cognitive ability

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21
Q

What is cohesiveness?

A

The degrees to which the group is especially attractive to its members.

22
Q

What factors make a group cohesive?

A
  1. Threat/competition
  2. Success
  3. Low diversity (ur more cohesive but would lack more creativity)
  4. Small size
  5. Tough initiation
23
Q

What are the consequences of cohesiveness? (3)

A
  1. More participation in group activities: lower turnover & lower absenteeism.
  2. More conformity: members respect group norms, pressure may be applied on deviants (can stunt creativity)
  3. More success & fewer differences in productivity of group members.
24
Q

What is a shared mental model? When can it be a challenge?

A

Team members share identical information about how they should interact and what their task is (being on same page). High coordination and effective team performance.

It can be a challenge to instil in cross functional teams due to the diverse backgrounds of team members.

25
Q

What is “Groupthink”?

A

A tendency to impose pressure on team members to conform. Gives an illusion of morality and unanimity. It is a downside to too much cohesiveness.

26
Q

What are the 5 ways to manage conflict?

A
  1. Competing
  2. Avoiding
  3. Compromising
  4. Collaborating
  5. Accomodating
27
Q

What is the assertiveness and cooperativeness level of “competing” and explain.

A

High assertiveness, Low cooperativeness

Forcing (win-lose resolution).

28
Q

What is the assertiveness and cooperativeness level of “avoiding” and explain.

A

Low assertiveness, Low cooperation

Not acknowledging the conflict (not all battles are worth it).

29
Q

What is the assertiveness and cooperativeness level of “compromising” and explain.

A

Medium assertiveness, Medium cooperativeness

Giving up some things, getting some things, no one is fully satisfied.

30
Q

What is the assertiveness and cooperativeness level of “collaborating” and explain.

A

High assertiveness, High cooperativeness

‘Win-win problem solving, ultimate solution

31
Q

What is the assertiveness and cooperativeness level of “accomodating” and explain.

A

Low assertiveness, High cooperativeness

Opposite of competing, it’s yielding, you give up everything… it’s worse for you.

32
Q

How do you resolve conflict?

A
  1. Separate the people from the problem
  2. Agree on a common goal.
  3. What information do they have that I don’t?
  4. Focus on the future not the past
  5. Model the behaviour you want to elicit.
  6. Recognize joint contribution.
33
Q

What is the desired outcome of a conflict?

A
  1. Agreement
  2. Stronger relationships
  3. Commitment to a cause or purpose
  4. Learning
34
Q

What is negotiation?

A

A social interaction between two or more parties who attempt to persuade or influence each other regarding a specific end.

35
Q

What are the different influence tactics? (9)

A
  1. Rational persuasion
  2. Inspirational appeal
  3. Consultation
  4. Ingratiation
  5. Personal appeal
  6. Exchange
  7. Coalition tactics
  8. Legitimizing tactics
    9 Pressure
36
Q

What is a rational persuasion tactic?

A

Use logical arguments and factual evidence.

Positively related to performance ratings and success as measured by promotion and salary level.

37
Q

What is an inspirational appeal tactic?

A

Arouse enthusiasm by appealing to values, ideals, and aspirations.
Most likely to gain the commitment of others.

38
Q

What is a consultation tactic?

A

Involve others in planning or formulating an idea or strategy.
Most likely to gain the commitment of others.

39
Q

What is an ingratiation tactic?

A

Use praise, flattery, or friendly behaviour before making a request.
Positively related to performance ratings and success as measured by promotion and salary level.
Moderately effective.

40
Q

What is a personal appeal tactic?

A

Appeal to feelings of loyalty or friendship.

Moderately effective.

41
Q

What is an exchange tactic?

A

Indicate willingness to reciprocate or share benefits.

Moderately effective.

42
Q

What is coalition tactics?

A

Note the support of others in attempting to persuade.

Least likely to promote commitment.

43
Q

What is a legitimizing tactic?

A

Appeal to an agreed upon authority such as a vision, mission, or goal.
Least likely to promote commitment.

44
Q

What is a pressure tactic?

A

Introduce or suggest threats or negative consequences.

Least likely to promote commitment.

45
Q

What is distributive bargaining?

A

Win-lose approach where there is a limited amount of resources or opportunities that must be divided through negotiation bc people have competing interests.
Making the first offer is recommended if you’ve done your homework (anchor).

46
Q

How do you prepare for a bargain?

A
  1. Have an aspiration point: preferred result
  2. Have a reservation point: Bottom line
    Together, this makes up your range of possible offers.
47
Q

What is a ZOPA?

A

a zone of possible agreements (where there is overlap between the two individuals aspirations and reservation points). If there is no ZOPA there’s no deal. ZOPA = possible deal.

48
Q

What is BATNA?

A

Best alternative to a negotiated agreement. Having an attractive alternative to the result you are attempting to negotiate reduces your dependence on the other party and your need to make an agreement (backup plan).

49
Q

What is integrative bargaining?

A

Win-win result for both parties.

Sharing of information to satisfy the most important goals of both parties.

50
Q

What are the steps of integrative bargaining?

A
  1. Building a relationship of understanding and respect.
  2. Collaborating (finding creative options)
  3. Choosing the best solution
51
Q

What are the steps of the negotiation process in order ? (5)

A
  1. Preparation and planning
  2. Define ground rules
  3. Clarification and justification
  4. Bargaining and problem solving
  5. Closure and implementation

INTG 201 (7 decks)

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