Managing Conflict

Question 1

Define conflict

Answer 1

Refers to perceived incompatible difference that result in interference or opposition

Question 2

Relational Conflicts refers to

Answer 2

interpersonal difference

“personality clash”

Question 3

Define Esteem issues

Answer 3

Airse as a result of a real or imagined lack of respect for the individual worth, significance and utility a member(s) to the group

Question 4

Define Need for Control Issue

Answer 4

Need to feel that we have influence on others and our environment
Conflict arises when one person’s need for control conflicts with another persons

Question 5

Define Affiliation Issues

Answer 5

Refers to the need of being liked, including receiving affection
Absence of affiliation increases conflict

Question 6

Relational Issues

Answer 6

May control success of groups

Often ignored as a result of the inability of group members to express needs of esteem, control and affiliation

Question 7

Define Content Conflict

Answer 7

Develop as a result of disagreements over issues related to policies and procedures

Question 8

Content conflic focuses on differences in:

Answer 8

Personal beliefs and values

Differences in goals achievement (procedural or substantive conflict)

Question 9

Define Procedural conflict

Answer 9

Members agree upon goals but not how to achieve them

Question 10

Define Substantive conflict

Answer 10

Disagree of the substance of the goal

Question 11

Define Avoidance Style

Answer 11

Tendency to withdraw from conflict situations or to remain neutral
Unassertive and uncooperative

Question 12

Avoidance style is appropriate when an issue is:

Answer 12

Trivial
There is no chance of winning
When a delay to gather more info is needed
When a disruption would be very costly

Question 13

Define Smoothing Style

Answer 13

Tendency to minimize or suppress difference and to emphasize common interest
Shows concern about the emotional aspects of the conflict but it exhibits little interest in working on the root
Cooperative and unassertive

Question 14

Smoothing style is effective short term when:

Answer 14

The individuals are locked in explosive emotional conflict
Keeping harmony and avoiding disruption are important
When the conflicts are based on personalities and cannot be easily resolved

Question 15

Define Forcing Style

Answer 15

Tendency to use power to make others agree
Produces outcomes that are satisfactory to only one party
Saps the other’s work motivation bc their interest aren’t being considered
Assertive and uncooperative

Question 16

Forcing style is necessary in what situations?

Answer 16

Emergencies requiring quick action
For long-term organization effectiveness and survival
Action needed for self-protection and stop others from taking advantage of him/her

Question 17

Define Compromise Style

Answer 17

Tendency to effect agreement by sacrificing some of one’s own interest
Neither assertive/unassertive or cooperative/uncooperative

Question 18

Compromise style is appropriate when:

Answer 18

The goals on both sides are equally importnat
Opponents have equal power and both want to split the difference
People need to arrive at temporary or expedient solution under time pressure

Question 19

Define Collaborative Styel

Answer 19

Tendencies to id the cause of conflict, share information and seek a mutually beneficial solution
Conflicts are recognized openly and evaluated by all concerned
Share, examine and assess the reason for conflict occurs
Assertive and cooperative

Question 20

Collaborative style is appropriate when:

Answer 20

Parties involved have one or more common objectives and disagree mainly over the best means to achieve them
Consensus should lead to the best overall solution to the conflict
Need to make high quality decisions on the basis of expert judgment and the best information available

Question 21

Some conflicts are unmanageable like:

Answer 21

When antagonisms are deeply rooted
When one or both parties wish to prolong a conflict
When emotions run so high that constructive interaction is impossible
Efforts to manage the conflict are unlikely to meet with much success

Question 22

What to do upon entering a conflict situation?

Answer 22

Evaluate the conflict players (view through the eyes of the conflicting parties)
Assess the sources of the conflict (communication, structural or personal differences)
Ask questions and analyze what you hear
Paraphrase
Avoid interrupting the speaker
Don’t over talk
Make smooth transitions from the role of speaker and listener
Constrain emotions
Watch nonverbal cues

Question 23

Define Communication Differences

Answer 23

Disagreement arising from semantic difficulties, misunderstanding and noise in the communication channel

Question 24

Overcoming communication barriers:

Answer 24

Use feedback (ask if they understand, ask questions)
Simplify language
Listen actively

Question 25

Develop effective listening skills by:

Answer 25

Making eye contact
Exhibiting affirmative nods and appropriate facial gestures
Avoid distracting actions or gestures

Question 26

Define Structural differences

Answer 26

Create problems of integration
Individuals disagree over goals, decisions alternatives, performance criteria, and resource allocations
Not due to poor communication or personal animosities
Rooted in the structure of the organization itself

Question 27

Define Personal Differences

Answer 27

Conflict can evolve out of individual idiosyncrasies and personal value systems
Such as background, education, experience and training mold each individual into a unique personality with a particular set of values
Results in people who may be perceived by others as abrasive, untrustworthy or strange

Question 28

Out-group members may:

Answer 28

Sense they are in opposition to the larger group
Be unable to identify with the beliefs, norms or values of the dominant group
Be excluded by the larger group
Lack vital communication/social skills need to relate to others

Question 29

The presence of out-group members may negatively impact:

Answer 29

The development of a sense of community
The development of the communities synergy
Do not receive the respect of others in the group/organization

Question 30

Harness the energy of out-group member via

Answer 30

Attentively listen to out-group members both what they are saying and what they mean
Display empathy
Recognize contributions of out-group members
Help out-group members feel included
Leadership works to create a special relationship with each
Give out-group members a voice and empower them to act