OP-Chapter11 Flashcards
Conflict
Incompatible preferences.
Substantive and emotional conflicts
- Substantive conflict:
- Evaluative (about values and goals)
- Judgmental (about means and methods)
- Resource allocation related
- Emotional conflict
Types of conflict
- Manifest conflict
- Latent conflict: conflict is likely but not (yet) manifest
- Structural conflict: structural aspects of the situation make latent conflict likely
- Misdirected conflict:
- Reason for conflict and manifest object of conflict are not identical
- Conflict is directed against a party, which is not responsible for conflict
Levels of conflict
- Intrapersonal conflict
- Interpersonal conflict
- Intergroup conflict
- Interorganizational conflict
Work situations prone (vulnerable) to conflict
- Work-flow interdependence
- Power and/or value asymmetry
- Role ambiguity or domain ambiguity (uncertainty)
- Resource scarcity (undersupply, insufficient)
Management-related conflict situations
- Horizontal conflict
- Vertical conflict
- Line-staff conflict
- Role conflict
Indirect conflict-management approaches
- Appeal to common goals
- Hierarchical referral
- Organizational redesign (Decoupling, buffering, linking pins, liaison groups)
- Personal political styles: The purist
Prefers open behavior, relationship building and trusts to the system to deliver correct decisions and to recognize merit.
- Personal political styles: The Team Player
Engages in “positive politics” for the good of the whole. Powerbase built through dependence on others.
- Personal political styles: The Street Fighter
Overt and aggressive, sees the organization as competitive, which legitimizes survivalist individualism.
- Personal political styles: The Maneuverer
Prefers covert behavior, working through agenda management rather than direct advocacy of a particular position.
Negotiation
The process of making joint decisions when the parties involved have different preferences.
There are to approaches to negotiation: distributive and integrative (precondition find common grounds) negotiation.
Negotiation goals
- Substance-related:
- Values and goals
- Means and methods
- Relationship-related
Pareto Optimality
- A change that can make at least one individual better off, without making any other individual worse off is called a Pareto improvement
- An allocation of resources in Pareto optimal when no further Pareto improvements can be made.
- Pareto optimality is an important criterion for evaluating economic systems and political policies.
Gaining integrative Agreement
- Attitudinal foundations (trust, share information, ask concrete questions)
- Information foundations (understand one’s own, and possibly other’s BATNA: Best Alternative to a Negotiated Agreement)
- Behavioral foundations (separate people form problems, focus on interests rather than positions, avoid making premature judgments, evaluate agreements objectively)
